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2014 Corporate S ocial Responsibi l i t y Repor t

CSR Report

Toshiba Group CSR Report 2014 1

Toshiba Group Business Overview 3

Distribution of Economic Value to Stakeholders 3

CEO Commitment 5

Corporate Philosophy 7

Toshiba Group Standards of Conduct 9

Participation in External CSR Organizations 19

History of CSR Activities 22

CSR Highlight 2014

Materialities for Toshiba Group 24

Key Issue: Respect for Human Rights 28

Key Issue: Promoting Supply Chain CSR 30

Key Issue: Environmental Management 32

Toshiba Group Businesses and Resposibilities 36

CSR Supported by 200,000 Employees 38

CSR Performance

Management Based on ISO 26000 40

Major Achievements and Targets & Plans (KPI) 42

FY2013 Topics 50

Organizational Governance

CSR Management 52

Corporate Governance 56

Information Disclosure and IR 61

Human Rights

Respect for Human Rights 64

Respecting Employees Human Rights 67

Labor Practices

Stable Employment 69

Fair Evaluation and Treatment 70

Talent Development 71

Promotion of Diversity 73

Support for Diverse Work Styles 79

Occupational Health and Safety 84

The Environment 90

Fair Operating Practices

Risk Management and Compliance 91

Fair Competition and Trading Practices 95

CSR Management in the Supply Chain 97

Export Control 104

Information Security Management 106

Protection of Personal Data 109

Protection of Intellectual Property 111

Customers (Consumer Issues)

Quality Control 114

Ensuring Product Safety 119

Information on Product Safety 123

Enhancement of Customer Satisfaction 127

Customer Service and Support 131

Sharing and Utilization of Voice of Customer 136

Universal Design 138

Community Involvement and Development

Support for Local Community Development 140

Corporate Citizenship Activities 148

Community Relations 149

Government and Authorities Relations 152

Relationships with NPOs and NGOs 153

Ensuing the safety of Fukushima Daiichi 156Nuclear Power Station

Stakeholders 158

Stakeholder Dialogue in FY2013 163

Outside Directors’ Opinions 164

CSR Reporting Policy 166

Reader Questionnaire Results 168 for the CSR Report 2013

GRI Content Index 170

Comparison with the UN Global Compact 181

Comparison with ISO 26000 183

Evaluation of CSR by External Parties 186

INDEX

2014 Corporate S ocial Responsibi l i t y Repor t

CSR Report


Company name Toshiba Corporation

Headquarters address1-1, Shibaura 1-chome, Minato-ku, Tokyo

Founded July 1875

Paid-in capital 439.9 billion yen

Consolidated net sales 6,502.5 billion yen

Number of employees 200,260 (consolidated)

CSR-related international charters /guidelines Toshiba endorses

• UN Global Compact• Global Reporting Initiative (GRI) "Sustainability Reporting Guidelines"• Electronic Industry Citizenship Coalition (EICC) Code of Conduct• ISO26000 - Guidance on Social Responsibility

Number of shareholders

436,540

Number of shares issued

4,237,600,000 shares

Number of consolidated subsidiaries

598 (177 in Japan, 421 overseas)

Number of affiliates accounted for by the equity method

208

Stock exchange listings

Tokyo, Osaka, Nagoya

Membership in CSR-related organizationElectronic Industry Citizenship Coalition (EICC)Business for Social Responsibility (BSR)Council for Better Corporate Citizenship (CBCC)World Business Council for Sustainable Development (WBCSD)

2012 2013

Net Income

Operating Income

2009 2010 2011

(billion yen)

0

300

200

100

-100

290.8

50.8

238.7

137.8

202.6

70.1

197.7

77.4

-19.7

117.6

FY

2009

6,129.9

8,000

6,000

4,000

2,000

02010 2011 2012 2013 FY

(billion yen)

6,270.7 5,994.36,502.5

5,727.0

Toshiba Group Business Overview

Company Overview (as of March 31, 2014)

Stakeholders Amount distributed(billion yen) FY2013

Amount distributed(billion yen) FY2012

Calculation Method

Suppliers 6,211.7 5,529.3Cost of sales (excluding personnel costs) and selling, general, and administrative costs (excluding personnel costs)

Employees 291.9 286.6Data limited to Toshiba Corp. (figure derived by multiplying the total number of Toshiba Corp. employees by their average annual compensation, as mentioned in the Financial Reports)

Shareholders 39.0 42.5 “Dividends paid” on the cash flow statement

Creditors 33.7 32.7 “Interest” included in costs and expenses on the income statement

Government/Authorities

96.3 59.3 Income taxes

Society 2.8 2.9 Expenditure for corporate citizenship activities*Details can be found in “Corporate Citizenship” page

Environment 56.6 43.1 Environment-related expenditure.* Equals environmental costs in environmental accounting.

Within company 16.9 43.5 Amount of net income minus dividends paid

Financial Results (Consolidated)

Net Sales

Operating Income & Net Income

Distribution of Economic Value to Stakeholders

Consolidated financial results for FY2013 indicate increases in net sales and operating income compared to the last fiscal year

and an increase in distribution to suppliers, environment and the government/authorities.

*Amounts distributed to society and to the environment are also included in those distributed to suppliers and employees


Because the contents of this page have not reflected on the restatement publicly announced in September 2015, please be careful not to rely on thefinancial information contained in this page. Regarding the financial results after the restatement, please see Toshiba Investor Relations Website.

http://www.unglobalcompact.org/

http://www.globalreporting.org/

http://www.eiccoalition.org/

http://www.iso.org/iso/home/standards/iso26000.htm

http://www.eiccoalition.org/

http://www.bsr.org/en/

http://www.keidanren.or.jp/CBCC/en/index.html

http://www.wbcsd.org/


companies75China

Europe*2

Asia*1 / Oceania AfricaCentral /

South America

Japan

companies78

companies27companies

108

companies127

companies6

companies177North America

Japan111,745(55.8%)

North America22,585(11.3%)

Asia*1 / Oceania28,605(14.3%)

Total 200,260

Central / South America3,091

(1.5%)

Europe*2

10,954(5.5%)

Africa811

(0.4%)

China22,469(11.2%)

Japan2,732.5(42%)

North America1,161.7(18%)

Total 6,502.5 (billion yen)

Asia / Oceania1,380.6(21%)

Others373.7(6%)

Europe*2

854.0(13%)

Toshiba Group Business Domains

Business Structure (Numbers in the Map Indicate Domestic & Overseas Consolidated Subsidiaries)

*1 Excluding Japan and China

*2 Including Russia


*2 Including Russia

Note: Eliminations of sales among segments were

589.1 billion yen

Number of Employees by Region (as of March 31, 2014)

Number of Employees by Business Domain

(April 1, 2013 - March 31, 2014)

Sales by Business Domain

(April 1, 2013 - March 31, 2014)

Sales by Region (April 1, 2013 - March 31, 2014)

Energy & Infrastructure

55,235(28%)

Community Solutions

47,888(24%)

Total 200,260

Others23,602(12%)

Common to the Group3,263(2%)Lifestyle Products & Services25,670(13%)

Healthcare Systems & Services9,624(5%)

Electronic Devices & Components34,978(17%)

Energy & Infrastructure

1,812.2(26%)

Electronic Devices &

Components1,693.4(24%)

Total 6,502.5 (billion yen)

Others504.0(7%)

Healthcare Systems &

Services410.8(6%)

CommunitySolutions

1,357.4(19%)

Lifestyle Products & Services 1,313.8(18%)



CEO Commitment

Promoting CSR Management to Sustain a Safe, Secure and Comfortable Society

Our world today faces diverse social issues attendant with population growth, aging societies, fast growing demand for energy and shortages ofnatural resources, and global environmental problems. Toshiba Group is determined to actively contribute to solutions to these problems, and tosupport realization of the safe, secure and comfortable society of the Human Smart Community. Towards this end, Toshiba Group itself mustachieve steady and sustainable growth.

In order to realize Toshiba Group's unique strategy for Growth through Creativity and Innovation, we will lay down solid foundations to promoteCSR management, strong enough to support management policies that enhance business through value creation and productivity improvement.With this in mind, I will promote policies that develop diverse, talented, and creative global human resources.

Toshiba’s Vision


Toshiba Group Management Policy Vision

Meeting the Expectations of Our Many Stakeholders

To push forward with CSR management, my primary concerns as President and CEO are to bring together the concerted abilities of ToshibaGroup’s 200,000 employees, and to ensure that we place the highest priority on human life, safety and compliance. This will support uscollaborating with all of our stakeholders and contributing to the achievement of a sustainable society through our business activities. Recently,we have worked with independent third parties to review issues and strategies to focus on in future, and we have identified human rights, supplychain CSR management and environmental issues as CSR-related issues crucial to our further globalization.

We believe that, as a global company, we are obliged to reinforce CSR initiatives in respect of human rights, labor, occupational health andsafety, the environment and ethics. This concern covers not only group companies but extends to the suppliers in our worldwide supply chain.Acting on this conviction, we joined the Electronic Industry Citizenship Coalition (EICC)*1, an electronic industry CSR promotion organization, inJune 2011, and are promoting CSR management in line with the objectives of EICC’s code of conduct. We recognize the conflict mineralsoriginating in the Democratic Republic of the Congo and adjoining countries as a serious human rights issue. We have responded with Group-wide policies to require the use of conflict free minerals, and are requesting our suppliers to cooperate and provide sourcing information.

In support of climate change mitigation and tackling other environmental problems, we are implementing measures based on the long-termgoals defined in the Environmental Vision 2050, and on near-term targets defined in our Environmental Action Plan. In the high-priority areas forthe four Green Initiatives*2, we have set FY2015 goals at higher levels than our competitors. In FY2013, we released T-COMPASS*3 a powerfulconcept for further developing and expanding our environmental management. This visibly represents important and urgent worldwideenvironmental issues—minimization of natural resource consumption (Natural resources); mitigation of climate change (Energy); reduction ofchemical substance risk (Substance); and minimization of water consumption (Water)—as the four cardinal compass points, N, E, S and W. T-COMPASS is supporting our concerted Group-wide efforts to identify key problems and find solutions.

Through FY2013, we have continued to support the restoration of Northeast Japan from the devastating effects of the major earthquake andtsunami that stuck the region on March 11, 2011. We will continue these efforts by focusing on three core themes: human resourcedevelopment, recovery of local industries, and rebuilding communities. At the same time, we continue to cooperate in the stabilization anddecommissioning of the Fukushima Daiichi Nuclear Power Plant.

*1: Electronic Industry Citizenship Coalition: an electronic industry CSR promotion organization *2: Greening of Products, Greening by Technology, Greening of Process and Green Management *3: Toshiba Comprehensive environmental database and its Practical Application to Simplified and/or Streamlined LCA

CSR Management Supported by 200,000 Employees

I believe it is important for each and every one of Toshiba Group’s 200,000 employees to fully understand the need for compliance, to contributeto the local community, and to carry out their responsibilities with a keen sensitivity to the expectations of our stakeholders. In 2004, ToshibaGroup signed the United Nations Global Compact, which defines basic principles regarding human rights, labor, the environment and anti-corruption. To bring the spirit of the Compact into our daily business activities, we established the Toshiba Group Standards of Conduct, whichdefine the values and code of conduct that must be observed by all Toshiba Group executives and employees.

As part of our efforts to encourage and promote corporate citizenship activities at all group companies, we created a corporate citizenshipawards program, the Toshiba “ASHITA” Awards, in 2005. In FY2013, we received 1,616 nominations for the awards. In FY2013, in addition tothe existing corporate citizenship award, we created a new award for contributions to solving social problems through business.

We are also working to raise the environmental consciousness of individual employees. For example, on June 5, World Environment Day, weheld Toshiba Group Global Environmental Action events, in which Toshiba Group employees in countries around the world conductedenvironmental activities in unison.

I will continue to take the lead in concentrating the energy of the 200,000-plus people working for Toshiba Group around the world, to make it agroup of companies that provides new value to customers and contributes to society on an ongoing basis, and in which each company worksvigorously to achieve significant results. As I do so, I would greatly appreciate your continued support and cooperation.


Corporate Philosophy

Basic Commitment of the Toshiba Group

Toshiba Group's Corporate Philosophy emphasizes respect for people, creation of new value, and contribution to society.

The Group slogan – “Committed to People, Committed to the Future. TOSHIBA.” – expresses the essence of our corporate philosophy. We

recognize that it is our corporate social responsibility (CSR) to put our philosophy and slogan into practice in our day-to-day business activities.

In doing so, we accord the highest priority to human life and safety and to compliance.

We, Toshiba Group companies, based on our total commitment to people and to the future, are determined to help create a

higher quality of life for all people, and to do our part to help ensure that progress continues within the world community.

We endeavor to serve the needs of all people, especially our customers, shareholders, and employees, by implementingforward-looking corporate strategies while carrying out responsible and responsive business activities. As good corporatecitizens, we actively contribute to further the goals of society.

By continually developing innovative technologies centering on the fields of Electronics and Energy, we strive to create productsand services that enhance human life, and which lead to a thriving, healthy society. We constantly seek new approaches thathelp realize the goals of the world community, including ways to improve the global environment.

Framework of Toshiba Group's Management Philosophy

*UN Global Compact: A voluntary corporate citizenship initiative concerning human rights, labor, the environment, and anti-corruption proposed

by the former UN Secretary-General Kofi Annan in 1999 at the World Economic Forum. Toshiba joined the UN Global Compact in 2004


Toshiba Group’s CSR Management

CSR management means giving top priority to human life, safety, and legal compliance and contributing to the solution of problems in the global

society through business.

In order to meet the expectations of stakeholders, it is our responsibility to communicate with various stakeholders in promoting CSR activities.

Such activities must be supported by each and every one of Toshiba Group's 200,000 employees worldwide.


Introduction

Chapter 1

SOC for Business Activities1. Customer Satisfaction2. Production and Technology, Quality

Assurance3. Marketing and Sales4. Procurement5. Environment6. Export Control7. Competition Law8. Government Transactions9. Improper Payments

10. Engineering Ethics11. Intellectual Property Rights12. Accounting13. Corporate Communications14. Advertising

Chapter 2

SOC for Corporate and Individual Relationship15. Human Resources16. Corporate Information and Company

AssetsChapter 3

SOC for Community Relations17. Community Relations18. Political Contributions

Scope and Implementation

Toshiba Group Standards of Conduct

These Toshiba Group Standards of Conduct have thus been established in order to make our management principles and management vision a

reality and as a basis to guide our activities so that we can operate under the principles of fairness, integrity and transparency and contribute to

the formation of a sustainable society.

Introduction

As the Toshiba Group looks to become an enterprise trusted by society, we have set up management principles respecting humanity, creating

new values, and contributing to the lives and cultures of different countries around the world. At the same time, we operate our business under a

management vision in which we aim to make adequate profits and sustainable growth and to bring our customers comfort and joy through the

professional expertise and actions of each of our personnel and the collective efforts of our people. These Toshiba Group Standards of Conduct

(hereinafter called the “SOC”) have thus been established in order to make our management principles and management vision a reality and as

a basis to guide our activities so that we can operate under the principles of fairness, integrity and transparency and contribute to the formation

of a sustainable society. Each of the directors, corporate auditors, and officers (hereinafter called the “Directors”) and employees (hereinafter

called the “Employees”) of Toshiba Group should comply with the SOC and strive to operate a sound and high quality business as a part of a

global enterprise which emphasizes a balance between the environment, human rights and local communities under the principle of giving the

highest priority to life, safety and compliance with laws, regulations, social norms and ethics.

Chapter 1 SOC for Business Activities

1. Customer Satisfaction

1. Toshiba Group Corporate Policy

Toshiba Group Companies shall supply products, systems and services (hereinafter called “products and services”) that are based on

voice of customer and comments and that satisfy customer needs and requirements, and which comply with laws, regulations and

contracts.

2. SOC for Toshiba Group Directors and Employees

Directors and Employees shall:1. supply safe and reliable products and services;2. provide reliable information regarding products and services in an appropriate manner;3. respond to requests and consultations from customers in an honest, prompt and appropriate manner;4. respect voice of customer and endeavor to develop and improve products and services that satisfy customer needs; and5. properly collect, use and manage customers' personal data.


http://www.toshiba.co.jp/csr/en/policy/soc.htm#SOC00



http://www.toshiba.co.jp/csr/en/policy/soc.htm#SOC01_1





















Note1:

Note2:

Note3:

Note4:

2. Production and Technology, Quality Assurance


Toshiba Group Companies shall:1. observe all applicable laws and regulations, as well as contracts related to production, technology and quality assurance; and2. promote constant technological innovation and product improvement and supply safe and high quality products and services that

meet customers' needs and incorporate the most advanced technologies.


Directors and Employees shall:1. assure the fulfillment of warranty commitments, with priority given to customer satisfaction, and ensure the safety of products;2. promote the research and development of advanced technologies, products and services, and the continuous improvement of

technology infrastructure; maintain basic technological and functional infrastructure so as to respond in a timely and appropriatemanner to changes in the technological environment and to develop products and services that effectively utilize advancedtechnologies;

3. in undertaking production and technology-related activities, seek to secure and exploit intellectual property rights for Toshiba Group,while fully respecting the legitimate intellectual property rights of third parties. Directors and Employees shall not acquire third-partyproprietary information by improper means, nor disclose or divulge to others trade secretsNote1 , whether belonging to ToshibaCorporation, a Toshiba Group Company or a third party, without first obtaining the appropriate approval; and

4. in case they obtain information regarding accidents involving any products and services, or the safety of any products and services,verify the facts of such information instantly and take appropriate measures based on such verification.

Herein, “trade secrets” means trade secrets, know-how and other technical or business information which is used in business

activities and is maintained as confidential.

3. Marketing and Sales


Toshiba Group Companies shall:1. deliver superior products and services that meet customer needs and requirements, and conduct marketing and sales activities in

compliance with all applicable laws and regulations; and2. recognize the value of information as an asset and endeavor to protect information on third parties (including trade secretsNote2 of

other companies and personal data) obtained through marketing and sales.


Directors and Employees shall:1. follow sound and fair business practices in all dealings with customers;2. promote marketing and sales that comply with all applicable laws and regulations, observe sound business practices and respect

socially accepted ideas;3. observe the SOC on “Competition Law” and endeavor to practice and promote free and fair competition;4. if the customer is a governmental agency (hereinafter whether domestic or foreign, and including enterprises owned by national or

local government), comply with the company rule on marketing activities toward governmental agencies and not engage in any illegalactivities, such as bid obstructionNote3 or competitor coordination on orders Note4 , related activities or activities that may result insuspicion of engaging in such activities; and

5. acquire information on third parties only from legitimate sources and manage it properly and not disclose such information to any thirdparty without first obtaining the appropriate approval.



Herein, “bid obstruction” means, when dealing with a governmental agency, inquiring about the agency's intentions regarding

which prospective bidder will be contracted or the possible bid price, or acting in order for the agency to realize its such intentions.

Herein, “competitor coordination on orders” means exchanging information or coordinating with competitors regarding which

prospective bidder will be contracted, bid prices and other information.


4. Procurement


Toshiba Group Companies shall:1. comply with all applicable laws and regulations and pay due consideration to the environment; and2. provide suppliers (hereinafter including prospective suppliers) with equal opportunities for transactions with Toshiba Group.3. endeavor to establish better partnerships with suppliers based on mutual understanding and trust.


Directors and Employees shall:1. prioritize suppliers who meet the following requirements:

comply with laws and regulations, emphasize consideration towards environment and have excellent technical abilityreasonable and economically rational pricinghave a stable supply, flexibility to address fluctuations in demand and supply and sound management

2. prior to procurement of necessary goods and services, undertake a comprehensive and fair evaluation in accordance with thestandards set forth below:environmentally friendlyappropriate quality and reasonable and economically rational pricingdeliver on schedule and with a stable supply

3. refrain from receiving any personal benefits from suppliers with regard to corporate procurement, and fulfill contractual obligations tosuppliers in good faith, ensuring that all transactions fully comply with ethically sound commercial practices, and with all applicablelaws and regulations to protect suppliers;

4. never employ illegal means to obtain confidential information from suppliers or other third parties in the course of procurementactivities, and avoid disclosing proprietary information about Toshiba Group suppliers and third parties without first obtaining theappropriate approval; and

5. ensure that all purchases are authorized by the relevant purchasing, procurement, or subcontractor departments.

5. Environment


Toshiba Group Companies shall:1. strive to promote a sustainable environment with the recognition that the Earth is an irreplaceable asset and that there is a collective

obligation to leave it to future generations in a sound state;2. comply with international, regional and national standards, laws, regulations, agreements, industry guidelines and company rules

related to the environment;3. contribute to society by developing and offering excellent products that incorporate technologies for environmental protection; and4. strive to reduce the environmental impact of business activities.


Directors and Employees shall:1. endeavor to do research and development activities and product manufacturing that support the reduction of the impact on the

environment, and also work proactively to maximize the efficient use of energy, reduce the use of natural resources and recycle in thecourse of all business activities in order to prevent global warming and efficiently use resources;

2. continually improve environmental activities by implementing action plans from both short-term and long-term perspectives throughdaily operations;

3. conduct periodic measurements and inspections, and maintain records accordingly. When there is an irregularity, promptly takecorrective and preventive measures;

4. perform timely and appropriate environmental impact assessments during the planning of new plants and plant relocationsinvestment in production facilities, product planning and design and the purchase of new parts, components or materials;

5. try to avoid the use or emission of any substance that, although not prohibited by applicable laws or regulations, is recognized as athreat to the environment by the government or public environmental authority of any country or region in which Toshiba Groupoperates. If such a substance should be used by Toshiba Group Companies, for whatever reason, every effort shall be made tominimize its environmental impact, through application of the best available technology and know-how; and

6. try to maintain good and open communication channels such as disclosure of sufficient information regarding our environmentalactivities.


Note5:

Note6:

6. Export Control


Toshiba Group Companies shall:1. refrain from any transactions that may undermine the maintenance of global peace and security;2. comply with all applicable export laws and regulations in each country and region of operation, and with those of the Unites States if

we are engaged in transactions involving U.S. products and technological information; and3. prepare and implement export control compliance programs (hereinafter called the “Export Control Programs”) that stipulate

corporate policies and procedures for assuring compliance with the foregoing laws and regulations.


Directors and Employees shall:1. refrain from any transactions that may undermine the maintenance of global peace and security or any product or technology

transactions that may violate the following laws and regulations:all applicable export control laws and regulations in each of the countries and regions where Toshiba Group operatesthe export control laws and regulations of the United States applicable to transactions involving U.S. products and technological information;

2. assure strict management of transactions, from the initial inquiry through the delivery of products and services, by observing thedetailed procedures for control of transactions stipulated in the Export Control Program; and

3. prevent our products being used for development and manufacturing of conventional weapons and weapons of mass destruction byverifying the end use and the end user of products and technology.

7. Competition Law


Toshiba Group Companies shall:1. comply with any and all laws and regulations enacted for the purpose of maintaining free and fair competition (hereinafter called

“Competition Laws”); and2. prepare and properly implement Competition Laws compliance programs and company rules on marketing activities toward

governmental agencies that set out corporate policies and procedures for assuring compliance with applicable Competition Laws andrelated regulations.


Directors and Employees shall:1. observe the Competition Laws compliance programs as well as the company rules on marketing activities toward governmental

agencies and promote free and fair business activities;2. avoid agreements or understandings with competitors relating to pricing (including quotations and bids), the volume of production and

sales, allocation of markets, customers or territories, or restrictions on production capacities or technology. The prohibition of suchagreements is not limited to those actually recorded in writing by way of memoranda or minutes, but also extends to oral agreements;

3. if the customer is a governmental agency, observe the company rules on marketing activities toward governmental agencies and notengage in activities such as bid obstructionNote5 or competitor coordination on ordersNote6 ;

4. not engage in activities or organize or participate in meetings, make pledges or arrangements, or exchange information which may bea cause of concern in respect of paragraphs 2 and 3 above, or engage in any related activities or activities which may result insuspicion of engaging in such activities;

5. not require distributors or dealers to agree to or maintain resale prices for any Toshiba Group Company product; and6. not allow third parties (including sales representatives) to engage in activities prohibited under paragraphs 2 to 5 above.






Note7:

Note8:

Note9:

8. Government Transactions


Toshiba Group Companies shall engage only in conduct that does not violate local laws, regulations, company rules on marketing

activities toward governmental agencies or breach the terms of any contract with a governmental agency.


Directors and Employees shall:1. not provide false information, such as false estimates of contract prices, to any governmental agency or its officials (hereinafter

including past officials);2. not engage in bid obstructionNote7 or any related activities or any activities that may result in suspicion of engaging in such activities;3. not engage in competitor coordination on ordersNote8 or any related activities or any activities that may result in suspicion of

engaging in such activities;4. refrain from making improper payments to any governmental agency or its officials, such as entertainment, gifts or gratuities

prohibited by the SOC for “Improper Payments”;5. not disclose confidential information received from government sources in such a manner as to breach any obligation of secrecy; and6. when hiring former government officials, strictly examine the candidate in accordance with laws and regulations and internal

regulations of the governmental agency in which he or she worked, and, after hiring such candidate, not allow him or her to engage inmarketing activities for such governmental agency.





9. Improper Payments


Toshiba Group Companies shall observe prohibitions on payments illegal or improper under generally accepted sound business

practices.


Directors and Employees shall:1. neither make nor offer, either directly or indirectly, any payment or anything of value, whether in the form of compensation, business

entertainment, gift, contribution, gratuity, or other form, that is illegal or unacceptable under generally accepted sound businesspractices, in any dealings with any governmental agencies, their officials, or members of any political party (including holders of apolitical office or candidates for such office);

2. refrain from offering cash or other benefits to representatives of foreign governments as a means to gain unlawful benefits or profitswhen conducting international business transactions;

3. ensure that reasonable compensation and all necessary terms and conditions are specified in advance when working withintermediaries, such as distributors or agents, and observe all measures required by the applicable laws and regulations of eachcountry or region for such compensation;

4. respect the established practices of any customer, government entity or other party, as well as all applicable laws and regulations,regarding the provision of or the restrictions or controls over the acceptance of business entertainment, gifts or other businesscourtesies by its employees or officials; and

5. refuse participation or contributions by antisocial groups (i.e., groups that engage in any type of criminal activity or are deemedotherwise to be disruptive or pose a threat to society) in our business activities, and not promote their activitiesNote9 .

Herein, “promote their activities” means subscription to or purchase of publications or books, purchase of goods, endorsement by

advertisement, offering of services, offering of cash or goods, and any other activities providing favors or benefits.


Note10:

Note11:

10. Engineering Ethics


Toshiba Group Companies shall:1. engage in technology activities with a high level of ethics; and2. comply with all applicable laws, regulations and contracts.


Directors and Employees shall:1. utilize their expertise, skills and experience to contribute to the health and happiness of humans and the safety of society;2. rely on scientific facts and recognize changes in laws, regulations, and conventional wisdom to make fair and independent judgments

and act honestly with good faith;3. continuously seek to improve their expertise and capabilities to create new and innovative technology and offer safe and excellent

products and services;4. endeavor to foster future engineers and bestow technology to them;5. promote more active communication with relevant parties to create an open-minded and transparent working environment; and6. fully comply with confidentiality obligations in relation to information obtained through customer contracts, and not disclose or divulge

the Toshiba Group's confidential information to any third parties without prior approval.

11. Intellectual Property Rights


Toshiba Group Companies shall:1. observe laws and regulations associated with patent law, copyright law and other intellectual property rightsNote10 laws; and2. protect the results of intellectual activities with intellectual property rights, make extensive use of those rights, and respect the

legitimate intellectual property rights of third parties.


Directors and Employees shall:1. proactively acquire and utilize intellectual property rights in order to strengthen business competitiveness;2. understand and observe company rules providing that intellectual property rights in respect of any invention, utility model, design for

or actual work, such as mask work (i.e., the layout of an integrated circuit chip), computer program or digital content, that isdetermined to have been made by anyone during the period of his or her services for or employment by a Toshiba Group Company,and the ability to apply for such rights, belong to the Toshiba Group Company;

3. adequately maintain intellectual property rights and take appropriate measures against infringement of these rights by a third party;4. respect and take due care of the legitimate intellectual property rights of third parties; and5. not acquire, use or disclose trade secretsNote11 of Toshiba Group Companies or third parties without authorization.

Herein, “intellectual property rights” means patent rights, utility model rights, design patent rights, trademarks, copyrights, mask

work rights, trade secrets, and any other such rights.



12. Accounting


Toshiba Group Companies shall comply in full with any laws or regulations regarding accounting and conduct proper accounts

management and financial reporting.


Directors and Employees shall:1. maintain proper and timely accounts, and shall not report inaccurate information on accounts or provide misleading financial reports;

and2. endeavor to promote the prompt release of accurate accounts by maintaining and improving the accounting management system.


Note12:

13. Corporate Communications


Toshiba Group Companies shall:1. endeavor to obtain the understanding of stakeholders, including customers, shareholders and the local community, in respect of

corporate activities, products and services, and further improve public recognition of Toshiba Group and its corporate image bymeans of positive and timely corporate communications activities on business informationNote12 , such as corporate strategy andfinancial data; and

2. ensure that management policies are well informed in the company, and promote information sharing as a means of raising moraleand creating a sense of unity.


Directors and Employees shall:1. conduct corporate communications with integrity on the basis of objective facts;2. conduct corporate communications by appropriate means, to enable customers, shareholders, potential investors and the members

of the community of each country or region to obtain a reasonable understanding of Toshiba Group's activities; and3. obtain prior consent from the persons responsible for corporate communications before disclosing business information to analysts

and to the media, including newspapers, magazines and television stations.

Herein, “business information” includes any information regarding actions, or activities which may raise the suspicion of such

actions, prohibited by these SOC (hereinafter called “Risk Compliance Information”).

14. Advertising


Toshiba Group Companies shall:1. use advertising activities to increase public awareness of the Toshiba brand and public awareness of, and trust in, Toshiba Group;

and2. seek heightened awareness of Toshiba Group as a global company and a “good corporate citizen” at national and regional levels.


Directors and Employees shall:1. increase public trust in the Toshiba brand and acquire the good will and trust of the people in each of the countries or regions in

which Toshiba Group operates, thereby creating an environment whereby sustained business development and sales promotionactivities may be achieved;

2. not use advertising to cast third parities in a negative light, in an attempt to make Toshiba Group appear more favorable, or for anyother negative purpose; and

3. not make reference to politics or religion in advertising, cause offense or show disrespect by implying discrimination based on race,religion, sex, national origin, physical disability or age.


Note13:

Chapter 2 SOC for Corporate and Individual Relationships

15. Human Resources


Toshiba Group Companies shall:1. accept the different values of individuals and respect differences in character and personality based on a fundamental respect for

human rights;2. respect basic human rights on top of observing laws and regulations, and shall not engage in acts of discrimination or condone use of

either child labor or forced labor;3. as enterprises, respond promptly to any acts within Toshiba Group that infringe upon basic human rights and act resolutely to ensure

the termination of such infringement;4. develop a working environment where Employees may perform their duties creatively and efficiently so that they may achieve a

work/life balance (i.e., balance between work and home); and5. endeavor to ensure a safe and comfortable working environment for Employees.


Directors and Employees shall:1. act responsibly as self-reliant members of the company and of society with integrity and common sense;2. accept and accommodate different values, and respect the character and personality of each individual, observe the right to privacy

and human rights of each individual, avoid any discriminatory actions based on race, religion, sex, national origin, physical disability,age or sexual orientation, and avoid physical abuse, sexual harassment, power harassment (i.e., bullying or harassment by superiorsin the office) or violation of the human rights of others;

3. accomplish their tasks to the utmost of their abilities, in light of their authority and the responsibilities assigned to them by thecompany, and endeavor to learn continuously and to improve their own abilities;

4. realize employees' work/life balance through various ways of working so that they can maximize their capabilities to the fullest extent;5. cultivate a workplace environment that encourages the development of open-minded, cooperative and orderly work activities; and6. maintain safety, cleanliness and good order in the workplace and endeavor to prevent industrial accidents, and try to maintain good

health.

16. Corporate Information and Company Assets


Toshiba Group Companies shall:1. properly manage corporate informationNote13 and company assets (hereinafter including the Toshiba brand and other intangible

assets);2. respect proprietary information and maintain corporate information as confidential, and prohibit disclosure or improper use of

corporate information; and3. assure the proper protection of personal data throughout their business activities.


Directors and Employees shall:1. not disclose or divulge corporate information, either during or after employment, without following appropriate internal procedures;2. not use corporate information or company assets to benefit themselves or any third party, to harm the interests of Toshiba Group, or

for any other improper use, either during or after employment;3. not disclose or divulge to the company any confidential or proprietary information belonging to any third party acquired prior to their

employment, in violation of their obligations to such third parties, including inter alia, former employees and clients;4. protect any personal data, in accordance with all applicable laws, regulations and company rules, including observance of lawful and

appropriate procedures for obtaining and maintaining personal data, and use personal data only for appropriate purposes;5. not be party to any insider trading (i.e., using nonpublic corporate information in trading the shares or the like of a company);6. make use of corporate information in accordance with the rules on information security;7. endeavor to maintain company assets and not divert such company assets for any personal use;8. refrain from making improper use of company equipment and facilities; and9. not make unauthorized use of their position or authority within the company to benefit themselves or any third party or to impair the

credibility or brand name of the company.

Herein, “corporate information” means all information (hereinafter including information relating to third parties) that is handled by

the Directors and Employees in the course of conducting business, except information open to the public.


Chapter 3 SOC for Community Relations

17. Community Relations


Toshiba Group Companies shall:1. contribute to and cooperate with all local communities in which Toshiba Group operates and perform its duties as a member of these

communities;2. support Directors and Employees in undertaking voluntary activities and give full consideration to each individual's desire to exercise

his or her civil rights;3. make appropriate donations in each country and region where Toshiba Group operates, after considering the contribution to the

community, the public nature and the reasons for making donations; and4. try to improve the brand image in all aspects of their relationships with the communities.


Directors and Employees shall:1. assure that Toshiba Group Companies undertake all activities in harmony with the community, by respecting the local culture and

community traditions and customs;2. actively participate in developing communication with the local community, to encourage and maintain mutual respect and

understanding;3. actively participate in community social activities and voluntary activities;4. pay due consideration on a daily basis to environmental issues, including global warming, and actively participate in environmental

activities of local communities; and5. maintain integrity and common sense in all aspects of their relationships with these communities.

18. Political Contributions

Toshiba Group Corporate Policy

Toshiba Group Companies shall not provide inappropriate benefits or favors to any politician or political organization.


Directors and Employees shall:1. not make contributions to political parties or committees, unless permitted to do so by applicable laws, regulations, and company

rules;2. not directly or indirectly engage in the activities described below on Toshiba Group's behalf, or by disbursing Toshiba Group funds,

with politicians or political groups:make loans (including personal guarantees) or sales under conditions more favorable than those normal for commercial practices; oroffer favorable benefits in the form of entertainment, gifts, or otherwise, except to the extent permitted by the applicable laws or regulations andethical standards of the country or region concerned;

3. not pay monies or offer benefits to any politicians (including former members of any legislative body, or current or former secretariesof any such politicians) or any company a politician may be involved with, whether such monies are in the form of commissions orconsulting fees, in connection with marketing activities toward governmental agencies; and

4. not allow third parties including intermediaries, such as distributors or agents, to engage in any activities described in paragraphs (1)to (3) above.


Note14:

Scope and Implementation

1. Scope of the SOC

1. These SOC shall, on their adoption by each Toshiba Group Company by resolution of the board of directors or other appropriatecorporate actions, apply to all Directors and Employees, including advisors and contract employees.

2. Each Toshiba Group Company may modify these SOC upon their adoption for the reasons detailed below, but shall not make anymodifications that contradict the general content and intent of the SOC:to accommodate local laws and government regulations, business practices, labor practices, values or the like, traditional to the country orregion.to adopt SOC specific and appropriate to the company's field of business, products, services, and activities.

2. Implementation of the SOC

1. Each Toshiba Group Company shall appoint a “Chief Implementation Administrator” to assume overall responsibility forimplementation of the SOC. The Chief Implementation Administrator of Toshiba Corporation shall be the Chief Risk-ComplianceManagement Officer.

2. Each Chief Implementation Administrator may appoint, as necessary, “Implementation Administrators,” who shall be responsible forthe implementation of each article of the SOC. Within Toshiba Corporation, the Company President of each in-house company andthe General Manager of each staff division shall assume the role of Implementation Administrator. In this capacity, they areresponsible for implementation of the SOC in their in-house companies or divisions and also for guiding implementation in ToshibaGroup Companies for which they are responsible.

3. The corporate staff division of each Toshiba Group Company in charge of any of the items of these SOC shall formulate relevantrules or compliance programs and shall support that Toshiba Group Company's Implementation Administrators and any relatedcompanies by providing information and advice on formulating implementation rules and on developing educational programs.

4. Toshiba Corporation's Corporate Representatives responsible for overseas business in their respective regions shall guide, supportand cooperate with Toshiba Group Companies' overseas offices and subsidiaries in implementing the SOC in the businesses forwhich they are responsible.

5. Toshiba Corporation's Corporate Social Responsibility Division and Legal Affairs Division shall be the bodies responsible for themaintenance of the SOC and the promotion and support for the adoption and implementation of the SOC by the Toshiba GroupCompanies.

3. In-house Information Reporting System and Protection of Information Providers

1. Toshiba Group Companies shall establish an in-house information reporting system to ensure that Toshiba Group Directors andEmployees are able to report Risk Compliance InformationNote14 directly to Chief Implementation Administrators or the divisionresponsible for risk-compliance matters.

2. Directors and Employees of each Toshiba Group Company are to report any Risk Compliance Information they have to theirsupervisors immediately or provide such information using the in-house information reporting system.

3. The Chief Implementation Administrators, the divisions responsible for risk-compliance matters and supervisors who receive RiskCompliance Information must respond and act promptly and appropriately.

4. Directors and Employees who provide Risk Compliance Information for good reason and in good faith must not be treateddisadvantageously on the grounds that they provided such information.

4. Disciplinary Action

Any conduct in violation of these SOC shall be subject to disciplinary measures up to and including dismissal, according to and as set

forth in each Toshiba Group Company's Disciplinary Rules/Staff Handbook.

“Risk Compliance Information” means any information regarding actions, or activities which may raise the suspicion of such

actions, prohibited by these SOC


Then President Tadashi Okamura signed theGlobal Compact in January 2004.

Certificate

Participation in External CSR Organizations

Active Participation in and Cooperation with External CSR Organizations

Toshiba Group promotes participation and collaboration with external CSR organizations, industry associations, government, international

organizations and NGOs.

Membership in CSR-related organization

UN Global Compact

Electronic Industry Citizenship Coalition (EICC)

World Business Council for Sustainable Development (WBCSD)

World Economic Forum (WEF)

Science and Technology in Society Forum (STS Forum)

Busibess for Social Resiponsibility (BSR)

Council for Better Corporate Citizenship (CBCC)

UN Global Compact

In January 2004 Toshiba joined the United Nations Global Compact, pledging to adhere to universal

principles covering human rights, labor and the environment. The Global Compact is a voluntary

corporate citizenship initiative proposed by UN Secretary-General Kofi Annan in 1999 at the World

Economic Forum (annual meeting in Davos). The Global Compact envisages that in the course of

business, companies' fulfillment of their corporate social responsibilities through compliance with

internationally recognized principles concerning human rights, labor, the environment and anti-

corruption will lead to the emergence of a sustainable global economy.

As a participant of the United Nations Global Compact, in 2007, Toshiba participated as an advisory

to the project utilizing GRI guidelines for “Communication on Progress (COP)”, a report of the

progress on the implementation of Global Compact principles.

Toshiba clarifies the implementation progress of the ten principles of the Global Compact by

submitting a COP advanced level report once per year.

United Nations Global Compact “Communication on Progress (COP)”

United Nations Global Compact


http://www.toshiba.co.jp/csr/en/policy/organization.htm#GC

http://www.toshiba.co.jp/csr/en/policy/organization.htm#EICC

http://www.toshiba.co.jp/csr/en/policy/organization.htm#wbcsd

http://www.toshiba.co.jp/csr/en/policy/organization.htm#WEF

http://www.toshiba.co.jp/csr/en/policy/organization.htm#STS

http://www.toshiba.co.jp/csr/en/policy/organization.htm#BSR

http://www.toshiba.co.jp/csr/en/policy/organization.htm#CBCC

http://www.unglobalcompact.org/COPs/detail/92751


10 Principles of the UN Global Compact

Human Rights1. Businesses should support and respect the protection of internationally proclaimed human rights; and

2. make sure that they are not complicit in human rights abuses.

Labor Standards3. Businesses should uphold the freedom of association and the effective recognition of the right to

collective bargaining;

4. the elimination of all forms of forced and compulsory labor;

5. the effective abolition of child labor; and

6. the elimination of discrimination in respect of employment and occupation.

Environment7. Businesses should support a precautionary approach to environmental challenges;

8. undertake initiatives to promote greater environmental responsibility; and

9. encourage the development and diffusion of environmentally friendly technologies

Anti-Corruption10. Businesses should work against all forms of corruption, including extortion and bribery.

The Ten Principles

EICC Membership

The Electronic Industry Citizenship Coalition (EICC) is the electronics industry's CSR promotion organization committed to fulfill CSR for labor,

occupational health and safety, the environment, and ethical standards throughout the supply chain. It is founded in October, 2004, and as of

June 2014 95 companies all over the world have joined. Toshiba Joined in June 2011 to promote supply chain CSR based on global standard.

EICC

World Business Council for Sustainable Development (WBCSD)

The World Business Council for Sustainable Development (WBCSD), led by the CEOs of about 200 global

corporations, aims to realize a sustainable future for business, society, and the environment. WBCSD

provides constructive business solutions to realize sustainable societies by displaying leadership, offering

effective opinions, and taking concerted action. Toshiba is a member of WBCSD, and Atsutoshi Nishida,

Toshiba’s Chairman, has served as a member of the WBCSD Executive Committee since 2010 and as one of its Vice Chairmen since 2012. As

a core member of the Energy & Climate focus area group and a member of the ISO Smart Community Infrastructure Work Stream, Toshiba

aims to act globally to contribute to the realization of sustainable societies.

WBCSD

Participation in the World Economic Forum

The World Economic Forum (WEF) brings together corporate CEOs, political leaders, scholars, journalists, and others who take global

leadership roles to discuss important issues facing the world such as those related to the environment, energy, and health. Toshiba is a WEF

strategic partner, and at the 2013 annual meeting in Davos, we participated in the Infrastructure & Urban Development Community Initiative,

which discusses how to achieve sustainable infrastructure and economic development. We also actively participate in regional meetings held in

various places throughout the world in order to contribute to solving problems unique to the regions concerned.

World Economic Forum


http://www.unglobalcompact.org/AboutTheGC/TheTenPrinciples/index.html


http://www.eicc.info/





http://www.weforum.org/

Participation in the STS Forum

The Science and Technology in Society (STS) forum, which aims to ensure appropriate development of science and technology, gathers

scientists, policymakers, business leaders, journalists, and others in one place to discuss and exchange opinions about issues related to

science and technology as well as society from the perspective that these are issues shared by humanity. Toshiba has participated in the STS

Forum since 2004. In addition, as a Council member, Chairman Atsutoshi Nishida is actively involved in guiding the direction of the Forum’s

activities.

STS Forum

Participation in BSR

Business for Social Responsibility (BSR) is a global nonprofit organization for CSR activities which is established in the U.S. in 1992. 250 or

more global organizations and companies had participated as a member, and Toshiba joined in 2003.

We engaged in stakeholder dialogues facilitated by BSR, and participated in Study Forums on human rights and supply chain CSR.

BSR

Participation in CBCC

Council for Better Corporate Citizenship (CBCC) is an association, established in 1989 by Keidanren (Federation of Economic Organizations),

which supports Japanese company to be accepted by regional communities as “Good corporate citizen” as well as promotes CSR activities in

practice. Toshiba joined CBCC from its establishment, and currently takes part in activity as a member of planning committee.

CBCC


http://www.stsforum.org/?this_page=home&language=english



http://www.keidanren.or.jp/CBCC/en/index.html

History of CSR Activities

Concerned with environmental issues

FY2013

Organized "Business & Human Rights Workshop" for human resource managers from 9 Asian countries.

Newly established "Social Contributions by Business" category to Social Contribution Award.

Introducing T-Compass, a new concept of environmental management.

FY2012

Continued implementation of the PDCA cycle according to ISO 26000.Surveys of some 10,000 suppliers regarding their approaches to issues related to conflict minerals and CSR promotion.

Achievement of 0.67 trillion yen in sales of excellent ECPs (Environmentally Conscious Products with the industry’s highest levelof environmental performance in terms of KPIs).

Donation of LED lighting to the Golden Hall of Chusonji Temple: this lighting improvement project with the temple won the JapanLighting Award.

FY2011

Implementation of PDCA cycle of checking, identification of issues, planning, action, and evaluation based on ISO 26000.

Established Toshiba Group Conflict Mineral Policy.

Revised Toshiba Group Procurement Policy and requested that suppliers continue to promote CSR in the supply chain.

Formulation of the Fifth Environmental Action Plan.

Reviewing the BCP based on the experience of the Great East Japan Earthquake and the floods in Thailand.

FY2010

Strengthened CSR management based on the principles of ISO 26000

Initiated workplace meetings focusing on integrity

Introduction of a system for visualizing working hours

UD advisor system expanded to include non-Japanese employees

Announcement of the new concept for environmental management at a business policy briefing(Greening of Process,Greeningof Products and Greening by Technology”)

FY2009

Ending production of general-use incandescent bulbs

Formulation of Toshiba Group Biodiversity Guidelines

Establishment of Sign Language Club

Enforcement of the requirement to leave the office at the regular time for at least two days during the Family Week in Japan

FY2008

Collaboration with NPOs to promote experiential science education.(Supporting the activities of experiential science education research organizations)

1st Toshiba Cup Contest among students specializing in science and math education at teacher-training universities in China topresent their creative teaching plans.

Reorganization of home appliance call centers (change to product-wise call centers)

Implementation of on-site CSR audit (related to human rights, occupational health and safety, the environment) of suppliers inThailand.

Issue of Environmental Report.

Announcement to allow the peak out of Toshiba Group's greenhouse gas emissions in 2012 and thereafter reduce the absoluteemissions.

FY2007

Toshiba Group Environmental Vision 2050 is established.

Structures and systems for Quality Control at Toshiba Group is reinforced.

Ethical education to Technical Employees in Japan and overseas is provided.

Toshiba Group Fourth Voluntary Plan is extended from FY2010 to FY2012, with New Targets Added.

Statutory Ratio of Employment of People with Disabilities is fulfilled in all the subject Group Companies in Japan.

FY2006

Toshiba Group CSR Month is established.

Toshiba Group Standards of Conduct is revised.

The Clean Partner Line, a whistleblower system for suppliers and other business partners, is established.

Toshiba Group 1.5 Million Tree-planting Project is launched.

The New EASTER comprehensive audit system is put in place.


FY2005

Toshiba With Co., Ltd., a special subsidiary for employment of the disabled, is established.

Toshiba Group CSR Conference is held.

Toshiba "ASHITA" Award is established.

The philosophy, policies and criteria for universal design are established.

Standards of Conduct concerning Sales to Government and Authorities are established and thoroughly implemented.

Participates in the Eco-Products International Fair

FY2004

Toshiba Group Standards of Conduct is applied throughout the Group.

CSR report is issued.

An organization dedicated to promotion of equal opportunity is established.

Toshiba Group Procurement Policy based on CSR is established.

Toshiba Group Environmental Vision 2010 is announced.

Fourth Voluntary Environmental Plan is introduced.

FY2003

Company with committees system is adopted.

CSR Division is established.

CSR Website is opened.

Factor T, an eco-efficiency indicator, is introduced. Joins Business for Social Responsibility (BSR), an international CSRassociation based in the U.S.

Health and safety management system is introduced.

Toshiba Group Standards of Conduct is revised.

Joins UN Global Compact

FY2002Internal free agent system is introduced.

Zero emissions of waste is achieved.

FY2001 Japanese version and international version of the Standards of Business Conduct are integrated.

FY2000

Corporate risk management system is established.

Environmental accounting is introduced.

Third Voluntary Environmental Plan is introduced.

Green procurement is introduced.

FY1999

In-house company system is introduced.

Environmental report is issued. Environmental Protection & Recycling Planning Center is established.

Toshiba Customer Information Center is established.

FY1998 Executive officer system is introduced.

FY1996 Second Voluntary Environmental Plan is introduced.

FY1995 ISO 14001 certification is obtained.

FY1993 First Voluntary Environmental Plan is introduced.

FY1992ExploraVision Award is started in the U.S.

Family-care leave, child-care leave and short-time working hours systems are introduced.

FY1991Corporate Environmental Protection Council is established.

Toshiba Group Environmental Exhibition is started. Toshiba Thai Foundation is established.

FY1990

Basic Commitment of the Toshiba Group and the slogan are established.

Toshiba Standards of Business Conduct and Toshiba International Standards of Conduct are established.

Toshiba America Foundation is established.

FY1989

Basic Policy for Environmental Protection is established.

Environmental auditing is introduced.

Toshiba International Foundation is established.

FY1988 Environmental Protection Center is established.

FY1975 Toshiba Group Health and Safety Convention is introduced.

FY1973 Toshiba Management Philosophy is established.

FY1971 Consumers Department is established.


CSR Highlight 2014

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Impact on Toshiba Group

Human Rights

Supply Chain CSR

EnvironmentalManagement

Low

Middle

High

Low Middle High

Identifying Key IssuesIn order to achieve creative growth based on the management policy and

to realize the vision of Toshiba Group, we identify key issues (materialities) for

Toshiba Group from the perspectives of businesses and CSR management.

Businesses and High-priority Themes

To confront global social issues and to achieve a safe, secure and comfortable society,

we identify high-priority themes in each business area

Materialities in the CSR Management of Toshiba Group

Identifying high-priority themes (materialities) common to all group companies in terms of

risks and opportunities from a global perspective linked to management strategies

Toshiba Group Management Policy Vision Materialities in the CSR Management of Toshiba Group

Toshiba’s Vision Toshiba Group Businesses and Responsibilities

Materialities for Toshiba GroupCSR Highlight 2014


http://www.toshiba.co.jp/csr/en/highlight2014/business_priority.htm

CSR Highlight 2014

Materialities in the CSR Management of Toshiba Group

Based on a third-party activity review conducted with reference to ISO 26000 core subjects, we analyzed the impact of Toshiba

Group’s businesses on society and on Toshiba Group’s business operations in order to identify high-priority themes.

The following themes were identified as materialities (high-priority themes)

for FY2013: respect for human rights, promotion of CSR management in

the supply chain and environmental management.

Opinions of stakeholdersInterests of NGOsGlobal guidelines and the industry’s standards of conductEvaluations made by investors and SRI organizations

Level of impact on

stakeholders’ decision making

Level of impact on

Toshiba Group

Evaluated from the following perspectives:

Relationship with Toshiba Group’s management strategiesRelationship with global business developmentInitiatives developed by Toshiba Group

Evaluated from the following perspectives

(risks and business opportunities):

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Human Rights

Supply Chain CSR

EnvironmentalManagement

Low

Middle

High

Low Middle High

KeyIssue Human Rights

KeyIssue Supply Chain CSR

KeyIssue

Environmental Management

Highlight Information


http://www.toshiba.co.jp/csr/en/highlight2014/environment.htm


http://www.toshiba.co.jp/csr/en/highlight2014/suplly_chain.htm





http://www.toshiba.co.jp/csr/en/highlight2014/human_rights.htm


CSR Highlight 2014

Process of Materiality Identification

In FY2013, in addition to a self-evaluation based on ISO 26000, we also took into consideration a third-party activity review to identify high-priority

themes from an objective perspective and deepened the common understanding of ISO 26000 among Toshiba Group members.

Conducting a third-party activity review with reference to ISO 26000 core subjects

Process

1

CSR activity review by a third-party organization

Identification of materialities (key issues)

Incorporating the themes into CSR management

Self-evaluation based on the ISO 26000 core subjectsBy using an evaluation tool, related corporate divisions performed self-evaluation based on the items (345) of the seven ISO 26000 core subjects: organizational governance, human rights, labor practices, the environment, fair operating practices, consumer issues and community involvement and development.

Review result report from a third-party organization

Process

2Based on the results of self-evaluation performed with reference to ISO 26000 core subjects, a third-party organization conducted a CSR activity review targeting 12 related corporate divisions through interviews and evidence check. At the end of the review, we received a review report prepared by the third-party organization from an objective perspective.

By using the 345 items of ISO 26000 core subjects and by taking into consideration the activity review by the third-party organization in addition to stakeholders’ opinions, we listed themes (figure on the right) in the general order of high, medium and low priority based on the levels of impact on stakeholders’ decision making and on Toshiba Group’ s business activities.As a result, we identified the following three themes as materialities (high-priority themes) for FY2013: respect for human rights, CSR management in the supply chain and environmental management.

The identified materialities were discussed at the CSR Roundtable held once every half year by CSR officers and corporate division managers and were incorporated into the CSR management cycle by setting KPIs after being approved by the roundtable members.

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Monitoring the status of CSR practices

Activity review by third-party

Identification of issues

Implementation of plans and evaluations

The KPIs are also applied to in-house companies and group companies

Establishment of KPIs

Stakeholder engagement

Toshiba Group's CSR Management Cycle

Process

3

Process

4

Low

Middle

High

Low Middle High

Management Based on ISO 26000


http://www.toshiba.co.jp/csr/en/performance/iso.htm

CSR Highlight 2014

Disclosing information based on ISO 26000 draft documents

Information disclosure and enhancement of CSR management based on ISO 26000

Identification of report items based on AA1000AP*

Progress in Materiality IdentificationValidity of CSR activities and reports annually checked since FY2005

Since FY2004, Toshiba Group has published CSR Reports and identified high-priority themes for Toshiba Group through

understanding the interests of our stakeholders in order to enhance CSR management and

to ensure appropriate disclosure of information.

Conducting interviews in related divisions to review report items from the perspectives of importance, completeness and relevance

Review by a third party (third-party comments on CSR reports)

(customers, suppliers, SRIs, NGOs, students and employees)

Studying the concerns and interests of stakeholders through questionnaire surveys

Composing the CSR Report based on the seven core subjects of ISO 26000

Creating materiality check sheets (original to Toshiba Group)

The PDCA cycle was used to create a checklist based on ISO 26000, check the implementation of measures and set KPIs

Monitoring the status of CSR practices

Activity review by third-party

Identification of issues

Implementation of plans and evaluations

The KPIs are also applied to in-house companies and group companies

Establishment of KPIs

Stakeholder engagement


Accountability principles

Materiality Inclusivity Responsiveness

The Three Principles of the AA1000AP

Material Issues for Toshiba Stakeholders

Level of Materiality: High

Level of Materiality: High

Reported

throughly

Report in the printed report or on the website

Material Issues for Toshiba Group

2005

2006

2007

2008

2009

2010

2011

2012

2013

* AA1000AP is a series of principles, criteria, and standards issued by AccountAbility, a British NPO, to help organizations build their accountability vis-à-vis stakeholders and improve their performance.

Management Based on ISO 26000



CSR Highlight 2014

Number of Companies Targeted by the Conflict Minerals Survey (Toshiba Group Suppliers)

Number of Companies Participating in the Briefing on Conflict Minerals Survey(Toshiba Group Suppliers)

440(FY2013)

Approximately

2,800(FY2013)

Respect for Human RightsWe make it our management principles to respect human rights and we put an emphasis on human rights in promotingour business activities.

Human Rights Policy

The “Toshiba Group Standards of Conduct” provide a basis for acting with respect for basic human

rights and individual diversity. In addition, as part of our procurement policy, we request our

suppliers to also consider human rights.

Identifying human rights risks

We have assessed human rights risks related to our business activities based on ISO 26000. In

FY2013, we performed an assessment of human rights risks based on the United Nations Guiding

Principles on Business and Human Rights in cooperation with Business for Social Responsibility

(BSR), a US-based CSR promotion organization.

Employee training in respect for human rights

In addition to implementing the Standards of Conduct, we periodically hold training and lecture

sessions on human rights for employees at the time of their employment or promotion. In FY2013,

we organized a workshop for human resource manager in Asia.

Grievance mechanism

We provide grievance mechanism for our employees and suppliers to remedy problems.

Action on conflict minerals issues

In FY2011 we published the "Toshiba Group Conflict Mineral Policy" and established a conflict

minerals-related internal framework. In addition, we participate in the "Public-Private Alliance for

Responsible Minerals Trade," a multi-sector initiative advocated by the U.S. government to support

supply chain solutions to conflict minerals challenges in the Democratic Republic of Congo (DRC)

and surrounding countries. In FY2013 we surveyed approximately 2,800 companies to investigate

smelters and use of conflict minerals by our suppliers.

We signed the United Nations Global Compact in January 2004 to support universal

principles regarding human rights and labor practices, including the Universal Declaration

of Human Rights.

Workshop for human resources managers in Asia Briefing on conflict minerals survey

Activity highlight

Key Issue


CSR Highlight 2014

Sharing the understanding of human rights and the recognition of problems

At the workshop, the lecturers explained the history and background of the United Nations Guiding Principles on Business and Human

Rights. Then, group discussions were held by country to select, from among the 30 subjects in the Universal Declaration of Human

Rights, themes that involve high risks or are likely to occur in each country and company, and to make presentations on the selected

themes in order to share the importance of human rights initiatives.

Many participants stated that they were able to recognize how their work is related to human rights and to deepen their

understanding of human rights through the workshop.

Lecture on human rights Group discussion

Presentation

45 managers from 9 countries participate in the workshop organized by a US CSR promotion organization

In February 2014, Toshiba Group hosted a human rights workshop for human resources managers in Asia to discuss business and human

rights.

As many as 45 Toshiba Group managers from 9 countries (India, Indonesia, Japan, Malaysia, the Philippines, Singapore, South Korea,

Thailand and Vietnam) participated in the workshop. We invited Jeremy Prepscius and Jaewon Kim from Business for Social

Responsibility (BSR), a US CSR promotion organization, to hold two-hour workshop.

Annual Topics

Human Rights Workshop for Human Resources Managers in Asia


CSR Highlight 2014

10,000

8,000

0

2,000

4,000

6,000

2009 2010 2011 2012 2013 (FY)

(companies)

Participation in briefings

Surveys (including self-checks)

On-site audits

8,400

5,600

1,100

In order that our customers can enjoy our products with comfort, and to

ensure observance of CSR in such areas as the environment, labor and

human rights, Toshiba Group promotes CSR initiatives throughout its

supply chain. Our efforts include optimization of the working environment

for our suppliers’ employees and reducing environmental impact.

Toshiba Group Procurement Policy


The “Toshiba Group Procurement Policy” summarizes our requirements relating to

CSR and Toshiba Group procurement, and through this we require that our

suppliers give consideration to human rights, labor, health and safety, and the

environment, including green procurement. In FY2012, we added a request not to

use conflict minerals to the policy and distributed it across approximately 10,000

suppliers.

Membership in the EICC

In June 2011 we joined the Electronic Industry Citizenship Coalition (EICC), an

organization that promotes CSR in the electronics industry. We promote CSR in our

supply chain in line with the EICC Code of Conduct.

Partnerships with suppliers

We are striving to build healthy partnerships with our suppliers through fair trade

that complies with laws and regulations on procurement. In FY2013, we held a

briefing on the Toshiba Group policy on conflict minerals in May and also a briefing

to explain Toshiba Group’ s management and procurement policies to executives

of our 90 major suppliers in July.

Monitoring

In order to strengthen our suppliers' CSR management, we hold briefings and

monitor the implementation of CSR initiatives. In FY2013, we conducted a survey

targeting some 5,600 companies and requested them to perform self-checks. In

cases where issues were found, we provided support and guidance on how to

make improvements.

Fair trading practices

Toshiba Group provides Clean Partner Line, a system that allows suppliers to report

compliance violations. In the event of a report, we promptly conduct a survey to

confirm facts and take appropriate measures.

Promoting Supply Chain CSRWe will continue to fulfill our responsibilities to the wider society by constructing healthy partnerships with our suppliers and

requiring and supporting the promotion of CSR.

Rigorous implementation of “CSR Procurement Policy” (domestic and overseas Toshiba Group companies)

Supplier CSR Survey

Approximately

5,600companies(FY2013)

A supplier audit in the Philippines

Activity highlight

Key Issue


CSR Highlight 2014

Announcement of participation by

a “Big Brother”

Selection of “Little Brothers”

Project orientation

Factory inspectionImprovement guidance

Training, etc.

Final test

Signing by participating companies InspectionOrientation

Artificial respiration training Fire drill Final inspection

Overview of the Program Process

Annual Topics

Participating in the Supplier CSR Promotion Program of the Department of Labor and Employment in the Philippines

Supporting the enhancement of labor conditions at suppliers

Toshiba Information Equipment (Philippines), Inc. (TIP) is promoting the

KAPATIRAN supplier partnership program, which was introduced in 2011 by the

Philippine Department of Labor and Employment. This program aims to create a

system in which large companies ( “Big Brothers” ) guide and help small and

medium enterprises ( “Small Brothers” ) to be compliant with general labor

standards including occupational safety and health standards. TIP was the

country's first electronic company that participated in the program.

Based on the program, TIP selects 10 companies from among its suppliers each

year and educates and supports these companies for a period of one year. When

the program is over, TIP submits a report to the Department of Labor and

Employment. In addition to on-site training, TIP also invites external instructors

for a variety of training programs.

Through this program, TIP support its suppliers in promoting CSR management

and also establishes strong partnerships with them.


CSR Highlight 2014

In October 2011 the global population exceeded 7 billion people. Rapid population growth and urbanization are forecast for the emerging market of Asia and Africa. Alongside this, we need to deal with associated issues; issues on a global scale that are interconnected and impact on one another in a complex way, such as climate change, the depletion of minerals, metals, fossil fuels and other resources that support today’s society, as well as energy, water and food shortages. Toshiba has been integrating business management and environmental management, and aims to establish ourselves as one of the world’s foremost eco-companies.

We are now implementing our Fifth Environmental Action Plan and promoting environmental management with the four

“Greens” concepts.Toshiba Group has developed “Environmental Vision 2050” as the corporate vision under which we aim to realize a world in which people can enjoy

affluent lifestyles in harmony with the Earth by the year 2050. The vision require the Group to increase the degree of improvement in overall

eco-efficiency by ten times (Factor 10) by 2050 against the 2000 level. Toward that goal, we are now following Fifth Environmental Action Plan, which

we initiated in FY2012, under which we promote four “Green” concepts- “Greening of Process” (environmentally conscious manufacturing), “Green of

Product” (creation of Environmental Management products with the highest level of environmental performance), “Green by Technology” (low-carbon

energy technologies), and “Green Management” (continuous improvement of basic activities). In this Action Plan, we are further integrating business

management and environmental management in all business areas, and have set specific goals to ensure continuous business growth and reduce

environmental impacts.

Environmental ManagementAiming to establish ourselves as one of the world’s foremost eco-companies

Implemental various measures based on the 4 “Green” concepts

Aiming to establish ourselves as one of the world’s foremost eco- companies

Increase sales of Excellent ECPs to

¥1.8 trillion in 2015

Green of Product

Creation of products with the highest level of environmental performance

Achieving the highest level of environmental performance in all newly developed products to reduce

lifecycle environmental impacts.

Green by Technology

Deploying advanced low-carbon technologies on a global scale

Contributing to provision of a stable power supply and mitigation of climate change through low-carbon

energy technologies

Increase sales of energy-related products to

¥1.9 trillion in 2015

Green of Process

Pursuing the world’s lowest level of environmental impacts

Minimizing increases in environmental impact in production processes with high efficiency manufacturing

Increase eco-efficiency by

1.5 times against the 2000 level by 2015 (FY2015)

Green Management

Continually improving basic activities, such as human resource development,

environmental communication and conservation of biodiversity

Train 2,000

Toshiba eco-style leaders by 2015

T-COMPASS

Activity highlight

Key Issue


CSR Highlight 2014

2.00

1.50

0.00

0.50

1.00

2011 2012 2013 2014 (FY)

(trillion yen)

Result

0.30

Plan

0.50

Plan

0.80

Result0.67

Result1.6

Plan1.2

Results were significantly higher than the planned ¥0.8 trillion

by expanding certified products such as system solution

products.

* Products that have been certified by Toshiba as having the best

environmental performance in the industry at the time of product

release.

ECPs = Environmentally Conscious Products

¥1.6 trillion in sales

Annual Topics

Green of Product Green by Technology

Excellent ECPs*(Products with the highest level of environmental performance)

Sales of Excellent ECPs

Example of Excellent ECPs certified in FY2013

Learning Management System“Generalist®/LM”

Using LMS will help to reduce administrative work associated with management of training, use of facilities and transfers of students, and in turn, contribute to energy and resource conservation.

Geothermal power generation Flash geothermal power generation systems

No.1 share*1 in the global market in terms of total generating capacity

Realizing high performance and high reliability with moisture removal technology, coating technology, axial exhaust turbines, etc.

MRI EquipmentVantage ELAN™

No.1 in energy and resource conservation class*2 (power consumption & installation space)

Realizing a small footprint and low energy consumption while maintaining high level performance.

Elevator for Chinese marketNew ELECOSMO-E

Industry-leading*2 levels of energy saving in elevators for social housing

Reduces stand-by energy by adopting a new control system and turning off fans and lightings automatically

*1: As of June, 2013. Capacity based power generation total delivery record, based on Toshiba in-house research.

*2: At the time of product release; not intended to guarantee the current position.


CSR Highlight 2014

800

600

0

200

400

1990 20122011 2013 2014 (FY)

(10k tonnes CO2)

Result

676

Result

285

Plan

345

Result282

Result276

Plan

392

Plan419

By actively promoting energy-saving diagnostics and

investment, the level of emissions was lower than the planned

level of 3.92 million tonnes CO2, and has been reduced to less

than half the FY1990 level.

2.76* million tonnes CO2

Total greenhouse gas emissions Overall Emission

Green of Process

For the first time on June 5, 2013, 363 business and production

sites promoted and participated in the energy

conservation-themed, simultaneous lights-down activity, to

reduce lighting at business sites and the homes of employees.

Participation from 363 sites

Toshiba Group Global Environmental Action Lights-down at the HQ building (before and after)

Green Management

* The CO2 emission factor used in FY2013 is the FY2012 value (4.87 tonnes CO2 per 10,000 kWh)


CSR Highlight 2014

We are committed to continue to enhance environmental

management and have introduced T-COMPASS, a new environmental

management concept.

At Toshiba Group we develop and apply our own measures to achieve reductions

in environmental impacts. For example, in FY1993 we introduced LCA, a method

for lifecycle environmental impact assessment, and in FY2003 we introduced

“factor,” as a measure of improvement in eco-efficiency. In FY2013 we introduced a

new environmental management concept called T-Compass, in order to

strategically capture new global trends, such as widening the scope and coverage

of the environmental aspects of business.

As the environmental compass for Toshiba, T-Compass represents all

environmental issues that need addressing with the North, South, East and West

symbols of the compass. While there has been no change to our prior approach of

reducing our overall environmental impacts, by specifically identifying

environmental contributions in four main areas we believe that Toshiba Group will

be able to better share the value we are providing with both internal and external

shareholders. While taking on board leading-edge discussions, we aim to make the

environmental information that we disclose easier to understand.

Toshiba Group’s Environmental Compass: “T-COMPASS”

Visualization of Toshiba Group's environmental

contributions (uses north, south, east and west symbols)

Expansion measures aligned with regional

environmental issues

Dealing with energy and climate change

Minimization of water resource consumption

Minimization of risk from chemical

substance

Minimization of resource consumption


Global issues addressed by

Toshiba Group

Business areas

In addition to thermal and nuclear power generation systems and hydraulic, photovoltaic, geothermal and wind power generation systems that use natural energy, Toshiba Group offers smart grid systems, including power transmission, transformation and distribution systems and smart meters, to provide a stable supply of electricity. We also develop solutions that support social infrastructure, such as railway and automobile systems, motor drives, secondary batteries, security and automation devices, and electric wave systems.

Community Solutions Group

By using ICT and cloud technology, we provide a wide variety of community solutions, including urban infrastructure solutions for energy and water management; building solutions, such as air conditioning and lighting systems that provide high energy-saving performance and are environmentally efficient and elevators that transport people safely and comfortably; and home solutions that support comfortable lifestyles.

Healthcare Systems & Services Group

With a view to realizing a society in which all people can lead healthy and active lives, we make the most of Toshiba Group’s technologies to provide products and services in a wide range of areas, from medical diagnosis and treatment products used to promptly discover diseases and to alleviate the burdens of patients to prevention products that reduce the risk of diseases and prevent progress of disease, as well as prognosis and care products for the after-treatment of disease and injury, and health promotion products that protect the safety of living environments, including food, water and air, and support physical and mental health.

Electronic Devices & Components Group

Taking simultaneous advantage of developing NAND, HDD and SSD technologies, we cope with storage demand that becomes ever more diversified by providing storage systems that best meet the individual needs of customers. We also develop a variety of technologies, such as power devices that control electricity consumption and other discrete semiconductor products as well as system LSI products, to support the worldwide evolution of electronic equipment.

Lifestyle Products & Services Group

By combining technologies for reducing the size and weight of products and high-definition and high sound-quality technologies, we develop high-quality TVs, Blu-ray disc recorders that do not require setting the timer for video recording, PCs, tablets and other advanced products, to provide customers with media content that brings joy and comfort. Also, in the area of home electric products such as refrigerators and washing machines, we provide environmentally conscious products that make our lifestyles more comfortable in accordance with local characteristics.

Note: The pie charts represent percentages of total consolidated sales and total employees by business area (FY2013).(Percentage of employees common to all group companies and other: 14%; percentage of other sales: 7%)

Energy & Infrastructure GroupResources and energy

• Rapid increase in demand in developing countries

• Preservation and provision of resources required to maintain life in poverty-stricken regions

Population increase and aging

• Population increase in developing countries

• Fertility decline and population aging in developed countries

• Development of medical care and education

• Development of social welfare systems

Information society

• Handling of large quantities of data

• Assurance of information security

• Support for acceleration of communication and expansion of network communities

• Elimination of digital divide

Consideration for human rights

• Improvement of human rights and working conditions in the supply chain

• Protection of human rights in conflict regions

Environmental considerations

• Mitigation of climate change• Effective use of

sustainable resources

Prevention of natural disasters

• Business continuity plan for large-scale disasters

• Support for recovery from the Great East Japan Earthquake

• Stabilization of the operation of nuclear power plants

Percentage of total sales

Percentage of total employees

28%

26%



24%

19%



5%

6%



17%

24%



13%

18%

Toshiba Group Businesses and Resposibilities



Expected themesMajor products Solutions

Stable energy supply

Efficient utilization of energy

CO2 emission reduction

Development of safe and secure communities

Efficient utilization of energy

CO2 emission reduction

Safe water and air

Creation of a safe, convenient and economically prosperous society

Human-friendly medical care

Individualized disease prevention

Support for home medical care and nursing care

Safe, secure and comfortable lifestyles

Contribution to the development of an advanced information society

Reduction in environmental impact during manufacturing

Consideration for human rights in the supply chain

Safe, secure and comfortable lifestyles

Improvement of customer satisfaction

Environmentally conscious products

Fair advertising and commercial messages

Development of technologies designed to achieve an optimal balance in the use of thermal, nuclear, hydraulic and photovoltaic power generation

Achievement of the best mix of energy sources

Development of organizations and systems for quickly responding to large-scale disasters and for quick recovery from failures

Enhancement of the Business Continuity Plan (BCP)

Provision of safe and convenient transportation systemsDevelopment of safe communities

Provision of a variety of community solutions, such as energy, water, building, home, commerce and retail solutions

Realization of a smart community

Contribution to the development of safe and secure communities using cutting-edge sensing technologies for predicting and mitigating disaster damage

Development of safe communities

Thailand’s Bangkok Urban Railway car

Thermal power generation turbine

TEPCO Ukishima Photovoltaic Power Generation Plant

Large capacity, 5 TB, nearline HDD

Discrete semiconductor products

NAND flash-memory devices that use 15 nm processes

MRI system designed to greatly reduce burdens during medical tests

Sensing devices for disease prevention, prognosis and care monitoring

Heavy ion radiotherapy system that treats cancer without surgery

REGZA, an LCD TV that supports 4K resolution

ZABOON, a heat-pump drum washing machine

Dynabook, equipped with a high-resolution WQHD LCD with a touch panel

Lyon Smart Community Project

©Asylum-SPL LyonConfluence

LED illumination of the five-story pagoda of Toji Temple

Energy-saving, environmentally conscious, earthquake-resistant elevator

Meeting data storage demand by developing NAND flash-memory devices and by increasing the speed, capacity, energy-saving efficiency and installation performance of SSDs

Increase in capacity, speed and energy-saving efficiency

Saving energy consumption for clean rooms and manufacturing facilities and reducing chemicals, waste and water consumption

Development of green factories

Improvement in product labeling and implementation of advertising standards to meet local needs based on the results of customer satisfaction surveys and the voices of customers

Provision of safe, secure and user-friendly products and services

Increasing energy and resource-saving efficiency, reducing chemicals contained in products and producing products designed to be easily recycledCreation of products with the highest environmental performance (Excellent ECPs)

Development of products with high environmental performance

Promotion of universal design

More comfortable lifestyles

Conducting surveys on the use of conflict minerals and on the promotion of CSR management at suppliers and implementing due diligence measures

Non-use of conflict minerals and promotion of CSR management in the supply chain

Development and spread of radiation exposure reduction technologiesDevelopment of methods for breast cancer screening with less pain and for early detection and treatmentProvision of heavy ion radiotherapy systems that treat cancer without surgery

Reduction in the burdens of patients and medical care staff

Development and utilization of sensing technologies and promotion of big data analysisDevelopment of products and services that support home medical and nursing careDevelopment of home services for seniors

Enhancement of businesses for disease prevention, prognosis, care and health promotion

CSR Highlight 2014


http://www.toshiba-smartcommunity.com/EN/

http://toshiba.bc-20.com/csr/en/performance/fair_practices/compliance.htm#BCP

http://www.toshiba.co.jp/sis/railwaysystem/en/products/index.htm


http://www.toshiba.co.jp/cs/en/solution/index.htm

http://www.toshibamedicalsystems.com/tmd/english/products/dose/index.html

http://www.toshibamedicalsystems.com/tmd/english/products/xray/mammo/index.html

http://www.toshiba.co.jp/about/press/2013_08/pr0201.htm#PRESS

http://www.toshiba.co.jp/about/ir/en/pr/pdf/tpr20140220e.pdf

http://www.semicon.toshiba.co.jp/eng/product/memory/nand/index.html

http://www.toshiba.co.jp/env/en/industry/co2.htm

http://www.toshiba.co.jp/csr/en/performance/fair_practices/procure.htm

http://www.toshiba.co.jp/csr/en/performance/customer/index.htm

http://www.toshiba.co.jp/env/en/products/ecp.htm

http://www.toshiba.co.jp/csr/en/performance/customer/universal.htm

CSR Highlight 2014

Europe

2companies

China

20companies Japan

63companies

Asia

13companies

Americas

3companies

Trends in the Number and Ratio of Female Workers (Toshiba Corp., Manager and Above)

FY2004

42 289FY2013

（0.9％）（3.8％）

Getting the best out of our employees’ strengths and their diverse individuality creates

innovation and leads to the growth of the company. On the basis of this philosophy,

Toshiba Group has long positioned diversity as a “management philosophy,” and from

top management down, we are committed to diversity, both internally and externally.

In FY2013 we identified “training and utilization of diverse human resources” as a

management policy, and in addition to initiatives in HR planning and HR development

we are also accelerate activities to promote diversity. We have set targets for raising the

ratio of female executive officers to above 5.0% in FY2015. In FY2012, 11 women held

senior positions (nine at the general manager class, two chief technology auditor), and

we propose to triple that number. in FY2015.

1 Exhibiting diverse individuality and expertise

Promoting Diversity

Toshiba Group lists “Commitment to People” as one of its management philosophy and

conducts business activities while placing the highest priority on human life, safety and

compliance.

In order to ensure the safety of our employees we have acquired third-party certification

to International Occupational Health and Safety Management System OHSAS 18001

standard since FY2007. Based on the system, we continue to reduce health and safety

risks through risk assessments and maintain and manage compliance with laws and

regulations.

In addition, in order to implement strict compliance, we have produced and distributed

the “Toshiba Group Standards of Conduct” in 16 languages, and provide training.

Various compliance programs, training including the “Toshiba Group Standards of

Conduct,” are incorporated into level-based training, occupation-based training and

senior management seminars. On top of this, all employees undergo repeated training

via e-learning. In FY2013 our e-learning themes included bribery, fraudulent

transactions and improper expenses, and we continue to work to ensure Group

compliance with laws and regulations.

2 Highest priority on human life, safety and compliance

Development of Corporate Culture

Consolidated Companies that Have Attained OHSAS 18001, by Region

Different country editions of the “Toshiba Standards of Conduct”

Note: As of the end of March 2014

Toshiba Group’s CSR is supported by the activities of each and every one of 200,000 Toshiba Group employees. We will continue to act as a

corporate group that maintains a high level of motivation among its employees to further enhance CSR initiatives and increase corporate value.

Global Executive Forum Maintenance of public park by Toshiba Social Infrastructure Systems South America, Inc.

CSR Supported by 200,000 EmployeesCSR Highlight 2014


CSR Highlight 2014

China

3%

Europe

2%

Asia

5%

Americas

13%

Japan (Toshiba Corp.)

13%

Total number of activities:

1,616

Number of participants: Approximately

127,000

Japan(Toshiba Group)

64%

Industrial developmentSupporting the reconstruction of local industry

Human developmentDeveloping human resources for the nexgeneration

Community developmentProviding safe, secure and comfortable lives

With employee-organized fundraising and labor union activities taking the lead, we

continue to dispatch volunteers to the affected areas. In addition, specialty goods

from the affected areas are on sale at shops in Toshiba HQ and our factories, and

local foods are used in the canteen menu. Since FY2012, as part of their initial

training, new employees of Toshiba and other Group companies assist the shipping

of seaweed from the affected region."

Continuing support activities for reconstruction after the Great East Japan Earthquake

We continue to support the reconstruction of the Tohoku region from the perspectives of human development, manufacturing (industrial development), and community development, toward helping the affected region and the people affected by the disaster recover as soon as possible. In addition, we continue to cooperate and support the stable maintenance and decommissioning of the Fukushima Daiichi Nuclear Power Station.

Toshiba Group’ s mid- to long-term commitment to support recovery from the Great East Japan Earthquake

New employees providing reconstruction support activities (April, 2014)

Supporting rural communities with donations of lighting and solar panels

Colleen Smith serves as a director of “Power 2 The People” (P2TP), an NGO that promotes the

spread of solar power generation in developing countries. Since coming into contact with this

NGO in 2009 she has participated in individual P2TP activities, and has travelled to Nicaragua

on four occasions at her own expense to install solar power generating equipment, etc.

FY2013 Toshiba "ASHITA" Award Winners Corporate Citizenship Activities by Employee

Supporting intellectually disabled people in finding work and becoming self-reliant

Toshiba With was established in February 2005 as a special subsidiary company. Employees

with intellectual disabilities are put to work throughout Toshiba Group on tasks such as

printing, cleaning, mail duties and healthcare, and through this we hope that they can

experience the responsibility, reward and joy of working, learn self-reliance and at the same

time learn how to cope with society. We are working closely with support organizations and

the families of people with disabilities to build an integral support system.

FY2013 Toshiba "ASHITA" Award Winners Social Contributions by Business

Colleen SmithToshiba America Electronic Components, Inc.

Toshiba With Corporation

“Toshiba ‘ASHITA’ Award”

3 The combined power of individuals and organizations

Social Contributions of Toshiba Group’s 200,000 Employees

Breakdown of Number of Entries for Toshiba “ASHITA” Award

Seeking to stimulate activities that contribute to society, we initiated the “Toshiba

‘ASHITA’ Award” in FY2005, to recognize social contribution activities. Every year, we

invite individuals and companies throughout Toshiba Group to submit their social

contribution activities. In FY2013, the 9th year of the event, we received 1,616 entries

from a total of approximately 127,000 participants. To complement the current

“Corporate Citizenship Award” category, we have established a new category “Social

Contributions by Business” to promote contributions to social issues. Based on

recommendations from business departments, we selected programs by reflecting the

opinions of evaluators from NGOs and other external organizations. We are actively

working to promote the involvement of all 200,000 employees in these activities.

Scholarships for college students in the Tohoku region

Cooperation with NPO, ETIC (Entrepreneurial Training for Innovative Communities)

New employee reconstruction support activities

Employees’ volunteer activities"

Nippon Paper Industries Co., Ltd.: procurement of copier paper from Ishinomaki Mill

Purchases of sports support goods

Providing foods from the quake-hit region in staff canteens (including suppliers)"

Developing the smart community business (Iitate, Ishinomaki and Kuji, etc.)

Fukushima Airport mega solar project

Minamisoma Solar Agri-Park Project"


CSR PerformaneManagement Based on ISO 26000

Since Toshiba Group started issuing CSR report from FY2004, we have worked to promote CSR management and proper disclosure of

information with hearing stakeholder's various concerns, and also specifying material issues for Toshiba Group.

in FY2009 we aligned our reporting with the seven core subjects of the ISO/DIS 26000 Draft International Standard in CSR Report 2010.

In FY2010 we also launched initiatives to integrate ISO 26000 into our overall management practices. We evaluated the status of our activities

in line with the seven core subjects, confirmed and established medium-term key performance indicators (KPIs), and disclosed the results of

evaluations in the CSR Report 2011.

In FY2011, we strove to ensure that ISO 26000 was implemented throughout Toshiba Group and made sure that the PDCA cycle of checking,

identification of issues, planning, action, and evaluation based on ISO 26000 standard was implemented. We continued these efforts from

FY2012.

In April 2012, a stakeholder dialogue between some of the experts involved in the formulation of ISO 26000 and members of Toshiba’s CSR

Office was held under the theme of the “essence of stakeholder engagement.” The objective was to evaluate the way Toshiba implemented

stakeholder dialogues and engaged with stakeholders as well as to examine how we should do so in the future.

In FY2013, in addition to the self-evaluation based on ISO26000, we also took into consideration a third-party activity review to identify

materiality (key issues) from an objective perspective and deepened the common understanding of ISO 26000 among Toshiba Group members.

Materialities for Toshiba Group

The Seven Core Subjects of ISO 26000

Organizational GovernanceOrganizational Governance

Human RightsDue diligence, Human rights risk situations, Avoidance of complicity, Resolving grievances, Discrimination and vulnerable

groups, Civil and political rights, Economic, social and cultural rights, Fundamental principles and rights at work

Labor PracticesEmployment and employment relationships, Conditions of work and social protection, Social dialogue, Health and safety

at work, Human development and training in the workplace

The EnvironmentPrevention of pollution, Sustainable resource use, Climate change mitigation and adaptation, Environmental protection,

biodiversity and restoration of natural habitats

Fair Operating PracticesAnti-corruption, Responsible political involvement, Fair competition, Promoting social responsibility in the value chain,

Respect for property rights

Customers (Consumer Issues)Fair marketing, factual and unbiased information and fair contractual practices, Protecting consumers' health and safety,

Sustainable consumption, Consumer service, support, and complaint and dispute resolution, Consumer data protection

and privacy, Access to essential services, Education and awareness

Community Involvement and DevelopmentCommunity involvement, Education and culture, Employment creation and skills development, Technology development

and access, Wealth and income creation, Health, Social investment

Note:Core subjects and issues are based on the International Standard ISO 26000:2010, Guidance on Social Responsibility.


http://www.toshiba.co.jp/csr/en/engagement/dialog/dialog2012.htm

http://www.toshiba.co.jp/csr/en/highlight2014/materiality01.htm



http://www.toshiba.co.jp/csr/en/performance/governance/index.htm

http://www.toshiba.co.jp/csr/en/performance/human_rights/index.htm

http://www.toshiba.co.jp/csr/en/performance/labor/index.htm

http://www.toshiba.co.jp/env/en/index.htm

http://www.toshiba.co.jp/csr/en/performance/fair_practices/index.htm


http://www.toshiba.co.jp/csr/en/performance/community/index.htm

CSR management based on global standards

Since FY2011, Toshiba Group has implemented the PDCA cycle, which consists of checking, identification of issues, planning, action, and

evaluations based on the ISO 26000 standard.



http://www.toshiba.co.jp/csr/en/iso/step01.htm

http://www.toshiba.co.jp/csr/en/iso/step02.htm

http://www.toshiba.co.jp/csr/en/performance/kpi.htm

CSR PerformanceMajor Achievements and Targets & Plans (KPI)

In our CSR activities, Toshiba Group establishes medium-term key performance indicators (KPIs) according to the ISO 26000 core subjects. In

FY2013, we placed particular emphasis on select KPIs and set quantitative targets.


Organizational GovernanceFY2012 FY2013 FY2013 FY2014

Achievements Targets Achievements Targets

Number of directors(GRI G4-34、G4-38)

14 － 16 －

Number of directors not concurrentlyserving as executive officers(GRI G4-38)

7(Half of all directors) (Half of all directors) 8(Half of all directors) (Half of all directors)

Number of female directors(ISO26000 6.2、GRI G4-38)

1 Over 1- 1 Over 1

Attendance of outsider directors atboard meetings(GRI G4-38)

90-100%(Out of 10-12

meetings)－ 90-100％

（Out of 13 meetings）-

Corporate Governance

Penetration of the CSRManagement to all employees

FY2012 FY2013 FY2013 FY2014


Number of Workplace CSR meetings; Number of cumulative participants(ISO26000 6.2 、GRI G4- LA9)

3 meetings/yr;280,000




In FY2013, total of 280,000 employees in Japan cumulatively participated in meetings (ToshibaGroup has approx. 110,000 employees in Japan). Major topics taken up during such meetings were“Corporate Social Responsibility”, “Work-style Innovation”, and “Engineering Ethics”. Translatinglearning tools into English for non-Japanese employees working in our operations in Japan to getbetter understanding,In FY2014, number of meetings to be held under the company-wide common themes will be twice ayear, but in-house companies will also conduct meetings on individual themes for enhancement. Inaddition, consider the implementation of workplace CSR meetings at our overseas subsidiaries.

CSR Management

Human Rights

In the Supply Chain(Conflict

minerals issue)

FY2012 FY2013 FY2013 FY2014


Number of companies surveyed aboutconflict minerals(ISO26000 6.3.5、GRI G4-LA14、 G4-HR9-11)

10,000suppliers intotal were surveyedabout their potential

use of conflict minerals

Approx. 6,000suppliers to be

surveyed about theirpotential use of conflict

minerals

Approx.2,800suppliers to be

surveyed usingEICC/GeSI ConflictMinerals Reporting

Template

Approx.2,000suppliers to be

surveyed usingEICC/GeSI ConflictMinerals Reporting

Template

Toshiba Group conducted a survey on the use of conflict minerals and about smelters for some 2,800Toshiba Group suppliers that could have been using 3TG conflict minerals using the EICC/GeSIConflict Minerals Reporting Template (CMRT).Toshiba Group participated in JEITA’s Responsible Minerals Trade Working Group.In FY2014, the Group will conduct a survey only for suppliers identified that they use 3TG using theEICC/GeSI Conflict Minerals Reporting Template (CMRT). For high risk suppliers, the Group willcarry out due diligence by conducting an additional survey. The Group also joined the Conflict FreeSourcing Working Group within the Responsible Minerals Trade Working Group of JEITA.

Addressing the Conflict Minerals Issue

Abbreviation of four minerals, tin, tungsten, tantalum and gold, which are specified as “Conflict Minerals”.


http://www.toshiba.co.jp/csr/en/performance/governance/governance.htm

http://www.toshiba.co.jp/csr/en/performance/governance/management.htm

http://www.toshiba.co.jp/csr/en/performance/fair_practices/procure.htm#conflict_minerals

Labor Practices

Promotion of DiversityFY2012 FY2013 FY2013 FY2014


Employment rate of people withdisabilities (Toshiba Corp.)(ISO26000 6.3.7、GRI G4-LA12)

2.05% 2.00% 2.09% 2.00%

Employment rate of people withdisabilities (Toshiba Group in Japan) (ISO26000 6.3.7、GRI G4-LA12)

2.24% 2.00% 2.37% 2.00%

Continuing to operate "Toshiba With", a special subsidiary company. Aiming to achieve anemployment rate of 2.0% for all Group companies mainly by cooperating with the national and localgovernments’ employment support agencies as well as by using employment support firmseffectively. Promoting diversity in workplace environments.

Rate of top managers at majoroutside Japan subsidiaries(GRI G4-EC6)

61% － 61% －

Aiming 66% in FY2016 as midterm management plan.

Number / rate of female managers(Toshiba Corp.)(GRI G4-LA12)

270 （3.8%）

－ 289（3.8%）

－

Aiming over 5.0% in FY2015 as midterm management plan.

Number of female recruits(Toshiba Corp.)(GRI G4-LA1)

Administratives:51%Technicals: 20%

Administratives: 50%Technicals:25%



While the percentage of female students in science and technology departments is only slightlyabove 10%, Toshiba Corp. has promoted efforts to recruit more female engineers by implementingvarious measures. These numbers consist of recruit activities of the year, joining company in nextApril.

Employee male-female rate(Toshiba Corp.)(GRI G4-10)

Male :88.5%Female : 11.5%

－ Male :88.5%Female : 11.5%

－

Promotion of Diversity

Support for Diverse Work StylesFY2012 FY2013 FY2013 FY2014


Number of years with company(Toshiba Corp.)

Ave. 17.3 yrs（Male :17.6 yrs,

Female : 15.6 yrs）－

Ave. 17.7 yrs（Male : 17.9 yrs,

Female : 16.0 yrs）－

Rate of getting leave(Toshiba Corp.)

83% － as of 25 June 2014Under counting

－

This data is counted by Toshiba Union making questionnaire investigation to their members. Resultcomes out at the end of June.

Number to use Childcare leave(Toshiba Corp.)(ISO26000 6.4.4、GRI G4-LA3)

Male : 12Female : 296

－ Male : 8Female : 336

－

Until the end of the month when the child turns 3 years old. Possible to apply up to three times perchild.Handbook focusing on system and application procedure were distributed for promotion.

Number to use Paternity leave(Toshiba Corp.)(ISO26000 6.4.4、GRI G4-LA3)

423 － 384 －

Up to 5 paid holidays (100%) consecutively or separately, including the day of birth, within 6 weeks ofthe birth.

Number to use Family care leave(Toshiba Corp.)(ISO26000 6.4.4)

Male : 6Female : 6


－

Up to 365 days in total per person requiring nursing care.Handbook focusing on system and application procedure were distributed for promotion. In FY2013, a system explanation meeting was held, and taken up as a theme of workplace CSRmeeting.

Number to use Short-time shift(Toshiba Corp.)(ISO26000 6.4.4)

Male : 9Female : 409


－

Employees who are raising children who have not yet completed elementary school.

Satisfaction rate of employees(Toshiba Corp.)

81.75/100 － 82/100 －

Converting the result of in-depth survey of employee, TEAM Survey, to the score out of 100 points.

Support for Diverse Work Styles


http://www.toshiba.co.jp/csr/en/performance/labor/diversity.htm

http://www.toshiba.co.jp/csr/en/performance/labor/work.htm

Health and Safety Managementin the Workplace

FY2012 FY2013 FY2013 FY2014


Number of Groupcompanies(manufacturing) that haveacquired OHSAS18001 certification(ISO26000 6.4.6、GRI G4-LA5)

106 － 101 －

Toshiba Group assessed risks related to OHSAS18001 and took measures to reduce such risks.100% of domestic bases have acquired. Number of companies has been changed by elimination andconsolidation.

Number of work-related accidents(Toshiba Group in Japan)(Frequency of accidents per millionwork hours resulting in death or injurythat require one or more days offwork)(ISO26000 6.4.6、GRI G4-LA6)

0.23 － 0.20 －

Result of our performance is less than average for all industry in Japan, manufacturing industry inJapan, electrical appliance manufacturing industry in Japan of industrial accident statistics issued bythe Ministry of Health, Labor and Welfare.

Occupational Health and Safety

The Environment

Toshiba Group Fifth Environmental Action Plan: Greening of Products (creation of products with the highest level of environmentalperformance) and Greening by Technology (low-carbon energy technologies)

Increasing Overall Eco-efficiencyFY2012 FY2013 FY2013 FY2014


Improvement of overall eco-efficiency(compared to FY2000 levels)(ISO26000 6.5、GRI G4-EN6-7)

2.59 times 2.7 times 2.72 times 2.9 times

In order to improve overall eco-efficiency, Toshiba Group actively promoted Greening of Products,Greening by Technology, and Greening of Process initiatives.Toshiba Group will continue to systematically carry out Greening of Products, Greening byTechnology, and Greening of Process initiatives.

Progress in the Fifth Environmental Action Plan

Increasing Eco-efficiency forProducts and Processes

FY2012 FY2013 FY2013 FY2014


Improvement of product eco-efficiency (compared toFY2000levels)(ISO26000 6.5、GRI G4-EN7)


In order to improve product eco-efficiency, Toshiba Group actively carried out Greening of Productsand Greening by Technology initiatives.Toshiba Group will continue to systematically carry out Greening of Products and Greening byTechnology initiatives.

Improvement of business processeco-efficiency (compared to FY2000levels)(ISO26000 6.5、GRI G4-EN3-4、G4-EN6)


In order to improve business process eco-efficiency, Toshiba Group actively carried out Greening ofProcess initiatives.Toshiba Group will continue to systematically carry out Greening of Process initiatives.

Creation of Excellent ECPsHigh-efficiency Manufacturing

Overall SalesFY2012 FY2013 FY2013 FY2014


Increasing sales of excellent ECPs(Greening of Products)(ISO26000 6.5、GRI G4-EN7、G4-EN27)

0.67 trillion yen 0.8 trillion yen 1.6 trillion yen 1.5 trillion yen

In order to increase sales of excellent ECPs, Toshiba Group inspected 100% of its eco-targets for allproduct lineups and confirmed the status of their implementations during audits of environmentaltechnologies for products. Toshiba Group will strive to create more excellent ECPs for the massmarket and accelerate the creation of excellent ECPs by making products tailored to specificcustomer needs, systems, and solutions.

Increasing sales amounts of energy-related products(Greening by Technology)(ISO26000 6.5、GRI G4-EN7、G4-EN27)

1.32 trillion yen 1.49 trillion yen 1.47 trillion yen 1.66 trillion yen

In order to increase sales of energy-related products, Toshiba Group continued to support thebusiness in regards to environmental aspects.Also, Toshiba Group will continue to support energy-related businesses in regards to environmentalaspects.

Creation of Excellent ECPsHigh-efficiency Manufacturing


http://www.toshiba.co.jp/csr/en/performance/labor/safety.htm

http://www.toshiba.co.jp/env/en/vision/plan5.htm

http://www.toshiba.co.jp/env/en/products/index.htm

http://www.toshiba.co.jp/env/en/industry/index.htm


http://www.toshiba.co.jp/env/en/industry/index.htm

Mitigation of Climate ChangeFY2012 FY2013 FY2013 FY2014


Reduction of CO2 emissions due touse of eco-products 1 (Greening of Products)(ISO26000 6.5.5、GRI G4-EN17、G4-EN19)

6.8 million tons 9 million tons 10.39 million tons 12 million tons

In order to reduce CO2 emissions through the use of eco-products, Toshiba Group continued tocreate excellent ECPs and increase the sales thereof.Toshiba Group will apply energy conservation technologies to mass market products as well associal infrastructure systems.

Reduction of CO2 2emissions due touse of energy-related products 2

(Greening by Technology)(ISO26000 6.5.5、GRI G4-EN19)

450 million tons 460 million tons 440 million tons 480 million tons

Toshiba Group continued to reduce CO2 emissions resulting from the use of energy-related productsby continuing to systematically operate overseas nuclear power generation systems.Toshiba Group will apply energy conservation technologies to mass market products as well associal infrastructure systems.

Mitigation of Climate ChangeReducing energy-derived CO2 emissions

Efficient Use of ResourcesFY2012 FY2013 FY2013 FY2014


Percentage of resource savings 3

(ISO26000 6.5.4、GRI G4-EN1、G4-EN30)

29% 35% 70% 43%

In order to increase the percentage of resources saved for products, Toshiba Group continued toreduce the weight and size of ECPs and prolong their service lives.Toshiba Group will expand the range of recycled plastics used in products.

Percentage of use of recycled plasticsfor products 4

(ISO26000 6.5.4、GRI G4-EN2)

4.7% 2.8% 6.2% 2.9%

In order to increase the percentage of recycled plastics used, Toshiba Group improved thepercentage of recycled plastics used in each model and used recycled plastics in a wider range ofmodels (application to other product lines).Toshiba Group will improve the percentage of recycled plastics used for each product so thatrecycled products are uniformly used for all products.

Efficient Use of Resources

Management of ChemicalsFY2012 FY2013 FY2013 FY2014


Reduction of Specified ChemicalSubstances contained in products(Reduction of PVC 5 /BFRs 5 )(ISO26000 6.5.3)

17product groups6

30product groups6

32product groups6

50product groups6

We achieved the goal by mainly reducing PVC/BFR for society's infrastructure system products.

Management of Chemicals in Products

*1 [CO2 emissions of assumed substitute products] [CO2 emissions of shipped products] (Compares annual emissions during the usagestage and cumulates emissions for half the product life.)*2 Compared with CO2 emissions (rate to net production output) for average thermal power of the same fuel type; for nuclear power andrenewable energy, compared with CO2 emissions (rate to net production output) for average thermal power of all types.*3 The rate of increase in the amount of resources saved (compared to 2010 levels) *4 [Amount of recyclable plastics] / [amount of plastics used for products] 100*5 Polyvinyl chloride (PVC) is one of the most common plastics and is used in a wide range of products. However, there is concern over thegeneration of hazardous substances due to inappropriate treatment at disposal, as well as the toxicity of certain plasticizers (e.g., phthalateesters) added to PVCs. Brominated flame retardants (BFRs) are used for plastics to make them noncombustible. Some BFRs are raisinghealth concerns while others persist in the environment or are bioaccumulative. There is also concern over the generation of hazardoussubstances due to inappropriate treatment at disposal. *6 Special uses are excluded.


http://www.toshiba.co.jp/env/en/products/earth_t.htm

http://www.toshiba.co.jp/env/en/products/earth_t.htm

http://www.toshiba.co.jp/env/en/products/resource.htm

http://www.toshiba.co.jp/env/en/products/chemical.htm

Greening of Process (Environmentally Conscious Manufacturing)*7

Mitigation of Climate ChangeFY2012 FY2013 FY2013 FY2014


Reduction of total greenhouse gasemissions*7 (compared to FY1990levels) (ISO26000 6.5.5、GRI G4-EN19)

2.76 million tons<42%>




Improve were made mainly in energy conservation investments, energy-saving diagnosis, etc.

Reduction of total greenhouse gasemissions*7 (compared to FY2010levels)(ISO26000 6.5.5、GRI G4-EN30)

90% 94% 86% 92%

Improvement in total CO2 emissionsresulting from product logistics perunit production (compared to 2010levels)(ISO26000 6.5.5、GRI G4-EN18)

90% 97% 88% 96%

We achieved the goal mainly by improving load factors and restructuring logistic center.

Reducing total GHG emissionsReducing energy-derived CO2 emissions

Reducing CO2 emissions associated with product logistics

Efficient Use of ResourcesFY2012 FY2013 FY2013 FY2014


Reduction of wasteemissions*8 (compared to FY2000levels)(ISO26000 6.5.3、6.5.4、GRI G4-EN23)

92,000 tons<48%>

112,000 tons<59%>

84,000 tons<50%>

116,000 tons<65%>

More waste was turn into valuables due to all-out efforts to sort it upon discharge.

Improvement in the total volume ofwaste generated per unit production(compared to FY2010 levels)(ISO26000 6.5.3、6.5.4、GRI G4-EN23)

96% 96% 96% 93%

Percentage of final wastedisposal*9 (relative to Toshiba Grouptotal emissions)(ISO26000 6.5.3、6.5.4)

1.7% 1.5% 1.6% 1.0%

Improvement in the volume of waterreceived per unit production(compared to FY2010 levels)(ISO26000 6.5.4、GRI G4-EN8)

87% 94% 86% 92%

We made improvement at semiconductor plants where large volumes of water are used.

Reducing the total waste volumeEfficient use of water resources

Management of ChemicalsFY2012 FY2013 FY2013 FY2014


Reduction of the total volume ofchemicals discharged (compared toFY2000 levels)(ISO26000 6.5.3、GRI G4-EN1)

1,393t<55%>

1,625t<65%>

1,390t<55%>

1,763t<70%>

We achieved the goal mainly by installing equipment for removing volatile organic compound.

Improvement of the amount ofchemicals handled per unit production(compared to FY2010 levels)

94% 97% 92% 97%

Reducing emissions of chemical substancesReduction in the amount handled

*7 4.87 t-CO2 /10-thousand kWh is used for the power factor in Japan, and GHG Protocol data is used overseas.*8 The volume of waste emitted is obtained by subtracting the volume of valuables from the total volume of waste generated (excluding that ofwaste disposal and power generation sites). *9 Toshiba Group's definition of “zero emissions” of waste is that the amount of landfill waste after treatment is equivalent to less than 0.5%for manufacturing sites and 1.0% for nonmanufacturing sites of the total amount of by-products and other items generated (total amount ofwaste discharged) as a result of business activities (excluding the sites with restrictions under laws and administrative guidance).


http://www.toshiba.co.jp/env/en/industry/gas.htm


http://www.toshiba.co.jp/env/en/industry/logistics.htm

http://www.toshiba.co.jp/env/en/industry/waste.htm

http://www.toshiba.co.jp/env/en/industry/water.htm

http://www.toshiba.co.jp/env/en/industry/prtr.htm

http://www.toshiba.co.jp/env/en/industry/chemical_reduce.htm

Green Management(Upgrading Basic Activities Continuously)

Conservation of Biodiversity Development of Ecosystem Networkswith Production Sites Playing aCentral Role in Collaboration withLocal Communities

FY2012 FY2013 FY2013 FY2014


Percentage of major production sitesat which the biodiversity survey isconducted(ISO26000 6.5.6、GRI G4-EN11-14)

Percentage of surveyconducted

81%Percentage of indexes

selected-



selected50%



selected91%



selected100%

64 sites surveyed achieved the goal by completing biodiversity surveys.

Conservation of Biodiversity

Environmental Education/HumanResources Development

FY2012 FY2013 FY2013 FY2014


Development of Toshiba eco-styleleaders

230 leaders 400 leaders 443 leaders 800 leaders

In Japan, 443 Toshiba Group employees registered as eco-style leaders. In addition, eco-styleleaders offered guided tours at environmental exhibitions, and organized meeting of eco-styleleaders.

Environmental Education/Human Resources Development


Grasping the Status of Labor,Safety, and the Environment atSuppliers

FY2012 FY2013 FY2013 FY2014


Number of suppliers at which theCSR survey is conducted(ISO26000 6.3.5、6.4.3、6.6.6、GRI G4-HR1、HR4-6、G4-SO9-10)

Approx. 6,600 Approx. 6,000 Approx. 5,600 Approx. 6,000

Toshiba Group included the needs to consider labor, safety, and the environment as well as toprohibit child labor in our CSR promotion guidebook for suppliers and in our CSR procurement policy.Through the annual CSR survey, Toshiba Group will confirm how suppliers are complying with theCSR procurement policy.In 2014, Toshiba will require its suppliers in the electronic device sectors to comply with EICC Codesof Conduct.

CSR Management in the Supply Chain

Ensuring ThoroughCompliance(Provision of Audit etc.)

FY2012 FY2013 FY2013 FY2014


Percentage of self-audits conductedat Group companies based on "anti-bribery guidelines" and "guidelines oncontacts with competitors"(ISO26000 6.6.3、GRI G4-SO3、SO7-8)

100% 100% 100% 100%

Visited major subsidiaries in Asia to ensure compliance. Posting a manager of legal affairs in each global region. Toshiba Group diagnosed the risk management systems of overseas subsidiaries using third parties. In FY2014, the Group will develop a monitoring function and a system to address violations foroverseas subsidiaries.

Self-audits on information security100% 100% 100% 100%

All divisions in charge perform self-audits of the status of compliance with the internal rules everyyear, and the Risk Management Division assesses the results and provides guidance.

Self-audits on appropriatemanagement of purchased packagesoftware licenses(ISO26000 6.6.7)

100% 100% 100% 100%

Toshiba Group conducted self-audits on appropriate management of purchased package softwarelicenses.In order to prevent delays in conducting self-audits of purchased package software licenses, ToshibaGroup will take steps to confirm the progress of such audits midway.

Number of reports received by thewhistle blower system "Risk Hotline" (GRI G4-49、G4-53、G4-57-58、G4-LA16、G4-HR12、G4-SO7、G4-SO11)

64 reports － 61 reports －

Calls reporting inappropriate situations or concerns about inappropriate situations were reported tothe relevant division so that instructions for improvement could be provided or alerts could be issued.

Risk Management and Compliance


http://www.toshiba.co.jp/env/en/vision/biodiversity.htm

http://www.toshiba.co.jp/env/en/management/education.htm


http://www.toshiba.co.jp/csr/en/performance/fair_practices/compliance.htm

Ensuring ThoroughCompliance(Provision of Education)

FY2012 FY2013 FY2013 FY2014


Education for “Toshiba GroupStandards of Conduct” (e-learning) (Toshiba group)(ISO26000 6.6.3、6.6.4、6.6.5、GRI G4-HR2)

－ 100%99%

(Approx. 55,000persons)

100%

“Toshiba Group Standards of Conduct” is published in 16 different languages, and various educationprograms are provided such as education based on the needs of different organizational levels andjob functions, as well as seminars on compliance topics for top executives.

Education for export controls (e-learning) (Toshiba Corp.)(ISO26000 6.6.5、GRI G4-LA9)

86.7%(Approx. 30,000

persons)100%

99.8%(Approx. 30,000

persons)100%

e-learning is conducted to all Toshiba employees every year.Employees on temporary retirement or dispatched are not included.

Education for information security andpersonal information protection (e-learning)(Toshiba group)(ISO26000 6.7.7、GRI G4-LA9)

91%(Approx. 180,000

persons)100%

90%(Approx. 190,000

persons)100%

e-learning education was conducted at Toshiba and all Group companies. At some overseas Groupcompanies, the percentage of employees who attended the education remained low because theeducation program did not match their education schedules.In FY2014, we will complete the education within the year.

Education for protection of intellectualproperty (e-learning) (Toshiba Corp.)(ISO26000 6.6.7、GRI G4-LA9)

99.6%(Approx. 30,000

persons)100%

99.6%(Approx. 30,000

persons)100%

e-learning is conducted to all Toshiba employees every year.


Customers (Consumer Issues)

False Statements andExaggerated Expressions inAdvertising and InformationCommunicated Externally

FY2012 FY2013 FY2013 FY2014


Number of violations of the Actagainst Unjustifiable Premiums andMisleading Representations(ISO26000 6.7.4、GRI G4-SO8、G4-PR4、G4-PR6-7、G4-PR9)

0 0 0 0

In March 2013, Toshiba Group held a meeting for 150 managers of in-house companies and majorGroup companies to study advertising and labeling, thus ensuring full compliance with advertisingand labeling regulations. In 2014, we will strengthen prior checking functions to the overseassubsidiaries on advertising expression.

Quality Control

Improvement of QualityManagement/Level

FY2012 FY2013 FY2013 FY2014


Results of JUSE Quality ManagementLevel Research survey. (GRI ProductLiability Management Approach) (GRI G4-PR1)

First placeThird place or

higher-

Third place orhigher

Toshiba Group conducted 21 kinds of study sessions on quality worldwide.Toshiba Group began to measure training effects.In FY2013, JUSE Quality Management Level Research was not conducted. In FY2014 ToshibaGroup will expand its training programs to foster keener quality awareness among its employees, andwill maintain or improve the rankings of external quality assessments.

Quality Control

Compliance with regulations andstandards for product safety

FY2012 FY2013 FY2013 FY2014


Number of violations of the ElectricalAppliance and Material Safety Law E-learning attendance rate (ISO26000 6.7.4、GRI G4-LA9、G4-PR2、G4-PR9)

0、99.99%(Approx. 103,000

persons)0、100%

0、99.96% (Approx. 105,000

persons)0、100%

Toshiba Group conducted simultaneous inspections to confirm whether our products conformed tothe appropriate technical standards of the Electrical Appliance and Material Safety Law, and whetherour businesses had been appropriately submitted in accordance with the Law.Toshiba Group will continue to maintain the number of violations of the Electrical Appliance andMaterial Safety Law at zero.Toshiba Group will make preparations to comply with a FY2014 revision to the Law and provide e-learning courses to familiarize its employees with the revised Law.

Ensuring Product Safety



http://www.toshiba.co.jp/csr/en/performance/customer/quality.htm


http://www.toshiba.co.jp/csr/en/performance/customer/safety.htm

System for retrieving products,announcements, and productrecalls

FY2012 FY2013 FY2013 FY2014


Percentage of information on seriousaccidents disclosed in accordancewith the Consumer Product Safety Act(ISO26000 6.7.4、GRI G4-PR2)

100% 100% 100% 100%

Toshiba Group reported serious product accidents to the competent authorities (the ConsumerAffairs Agency) within the period stipulated by the Act.Toshiba Group disclosed accident information.Toshiba Group will report serious product accidents within the period stipulated by the ConsumerProduct Safety Act and disclose accident information in accordance with the Act.Toshiba Group will increase the percentage of recalled products collected.



Promotion of Social ContributionActivities

FY2012 FY2013 FY2013 FY2014


Expenditures for CorporateCitizenship Activities(ISO26000 6.8.3、GRI G4-SO1)

2.9 billion yen － 2.82 billion yen －

Number of participants in socialcontribution activities(ISO26000 6.8.3、GRI G4-SO1)

Approx. 110,000persons

－ Approx. 130,000persons

－

Number of social contributionprograms(ISO26000 6.8.3、GRI G4-SO1)

1,449 programs － 1,616 programs －

In FY2013, Toshiba newly established the Social Contribution by Business as one social contributionaward（Toshiba "ASHITA" Award）recognized as a President’s Award.In North America, Toshiba has sponsored a K-12 student science contest for 21 years (as of June2013).About 1,700 people participate in the Toshiba Group 1.5 Million Tree-Planting Project throughout theyear.In FY2014, Toshiba will further expand its social contribution programs in emerging economies.

Accumulated number of 1.5 millionafforestation activities(ISO26000 6.8.3、GRI G4-SO1)

1.06 million 1.08 million 1.08 million 1.12 million

In FY2013, Toshiba Group promoted forest maintenance by planting some 24,000 trees. In FY2014,the Group plans to plant some 45,000 trees (25,000 trees in Japan + 20,000 trees overseas).

Number of collaboration withNPOs/NGOs(ISO26000 6.8.3、GRI G4-SO1)

16 associations － 17 associationsOver 20

associations

In FY2014, Toshiba Group will select partners to promote its social contribution programs inemerging countries.

Corporate Citizenship Activities

Support for Recovery from theGreat East Japan Earthquake

FY2013 FY2013 FY2013 FY2014


Total amount of support(ISO26000 6.8.3、GRI G4-SO1)

500 million yen － 250 million yen －

Toshiba Group terminated support in the form of provision of products and relief supplies and supportfor buildings in FY2012. The Group will focus on support for scholarships and economic activities inFY2013 and beyond.

Support for Disaster Recovery



http://www.toshiba.co.jp/csr/en/performance/community/social.htm

http://www.toshiba.co.jp/csr/en/performance/community/disaster_relief.htm

CSR PerformanceFY2013 Topics


CSR Management

A total of 280,000 employees in Japan participated in CSR workplace meetings.

The CSR Conference was held during CSR Month (December).

Selected for the 14th consecutive year to be a member of the Dow Jones Sustainability World Index (DJSI World), which contains approx.300 leading sustainability leaders worldwide.

Corporate Governance

Appointment of 16 directors and reappointment of a female outside director for further expansion of the global business

Human Rights

Respect for Human Rights

Workshop on Business and Human Rights for human resources managers from nine countries in Asia

Labor Practices

Promotion of Diversity

Toshiba Group explicitly specified the active development and utilization of diverse human resources as one of its management policy.

Support for Diverse Work Styles

Toshiba Group held a nursing care seminar for its employees.

Occupational Health and Safety

Number of Toshiba Group companies that have acquired OHSAS 18001 certification: 101

Frequency of work-related accidents at Toshiba and its Group companies in Japan (frequency of accidents per million work hours resultingin death or injuries that require one or more days off work): 0.20

The Environment

The Environment

1.6 trillion yen of excellent ECPs (Environmentally Conscious Products) sold (target: 0.8 trillion yen).

Reduced total greenhouse gas emissions to 2.76 million tons (target: 3.92 million tons or less).

363 sites participated in Toshiba Group Global Environmental Action

Introduced T-COMPASS, a new environmental management concept


http://www.toshiba.co.jp/csr/en/performance/governance/management.htm#man_07






http://www.toshiba.co.jp/csr/en/performance/governance/governance.htm#gov_02

http://www.toshiba.co.jp/csr/en/performance/human_rights/policy.htm

http://www.toshiba.co.jp/csr/en/performance/human_rights/policy.htm#BSR


http://www.toshiba.co.jp/csr/en/performance/labor/diversity.htm#div_01


http://www.toshiba.co.jp/csr/en/performance/labor/work.htm#wor_11


http://www.toshiba.co.jp/csr/en/performance/labor/safety.htm#saf_07




http://www.toshiba.co.jp/csr/en/highlight2014/environment.htm#env_01






Placed managers of legal affairs in major overseas regions as a measure to enhance global compliance


Conducted a survey on the use of conflict minerals for some 2,800 Toshiba Group suppliers that could have been using “3TG” conflictminerals.

Customers

Quality Control

Promoted initiatives to prevent product defects in upstream design processes (enhancement of capabilities to ensure product quality)


Launched a Group-wide Safety No. 1 Working Group to enhance product safety initiatives

Information on Product Safety

Continued to enhance efforts to accelerate the collection of products subject to recall

Customer Service and Support

Comprehensive manner training for call centers in order to improve customer satisfaction with after-sales services in emerging countries

Universal Design

Released a lightweight and user friendly cleaner

Universal design at the Toshiba Science Museum


Support for Local Community Development

Development of a weather radar for forecasting the occurrence of heavy rainfall and tornadoes

Serving seafood produced in Miyagi Prefecture at company cafeterias to support the recovery of the areas affected by the Great EastJapan Earthquake

Toshiba Science Museum opened

Science and Technology Competition for Children in the U.S. and Canada

Establishing Toshiba Carrier Air Conditioning (China)

Starting Collaborative Research with IIT Madras in India

Experimental program for the improvement of local life in India

Sending doctors and dentists to areas around a factory in the Philippines

Training electric locomotive maintenance engineers in South Africa

Community Relations

We actively organized facility tours and other events at many business sites to hold dialogues with local community residents.



http://www.toshiba.co.jp/csr/en/performance/fair_practices/compliance.htm#com_10


http://www.toshiba.co.jp/csr/en/performance/fair_practices/procure.htm#pro_09



http://www.toshiba.co.jp/csr/en/performance/customer/quality.htm#qua_03


http://www.toshiba.co.jp/csr/en/performance/customer/safety.htm#1wg

http://www.toshiba.co.jp/csr/en/performance/customer/pdctdisclosure.htm

http://www.toshiba.co.jp/csr/en/performance/customer/pdctdisclosure.htm#pdc_06

http://www.toshiba.co.jp/csr/en/performance/customer/cscontact.htm

http://www.toshiba.co.jp/csr/en/performance/customer/cscontact.htm#csc_07

http://www.toshiba.co.jp/csr/en/performance/customer/universal.htm

http://www.toshiba.co.jp/csr/en/performance/customer/universal.htm#uni_06


http://www.toshiba.co.jp/csr/en/performance/community/development.htm

http://www.toshiba.co.jp/csr/en/performance/community/development.htm#dev_E

http://www.toshiba.co.jp/csr/en/performance/community/development.htm#dev_F


http://www.toshiba.co.jp/csr/en/performance/community/development.htm#dev_G

http://www.toshiba.co.jp/csr/en/performance/community/development.htm#dev_I

http://www.toshiba.co.jp/csr/en/performance/community/development.htm#dev_D

http://www.toshiba.co.jp/csr/en/performance/community/development.htm#dev_A

http://www.toshiba.co.jp/csr/en/performance/community/development.htm#dev_B

http://www.toshiba.co.jp/csr/en/performance/community/development.htm#dev_H

http://www.toshiba.co.jp/csr/en/performance/community/development.htm#dev_C

http://www.toshiba.co.jp/csr/en/performance/community/community.htm

http://www.toshiba.co.jp/csr/en/performance/community/community.htm#com_04

CSR Performane: Organizational GovernanceCSR Management

Major Progress and Achievements in FY2013

A total of 280,000 employees in Japan participated in CSR workplace meetings.

The CSR Conference was held during CSR Month (December).

Selected for the 14th consecutive year to be a member of the Dow Jones Sustainability World Index (DJSI World), which containsapprox. 300 leading sustainability leaders worldwide.

The Concept of CSR Management

CSR management means giving top priority to human life, safety, and legal compliance and contributing to the solution of problems in the global

society through business.

In order to meet the expectations of stakeholders, it is our responsibility to communicate with various stakeholders (such as customers,

shareholders and investors, suppliers, and employees) in promoting CSR activities. Such activities must be supported by each and every one of

Toshiba Group's 200,000 employees worldwide.

Stakeholder Engagement

CSR Activities Supported by 200,000 Toshiba Group Employees

Identifying materiality (key issues)

Since FY2011, Toshiba Group has promoted CSR management in accordance with ISO 26000, the international standards and guidance

criteria for social responsibility.

In FY2013, based on ISO26000, we started to implement reviews with third-party organization, and identified materiality (key issues) where we

needed to strengthen our approach in order to promote further globalization of Toshiba’s business. In FY2013, human rights, supply chain CSR,

and environmental management were identified as material issues, and these are highlighted in the 2014 Annual Report and 2014 CSR Report.

Materiality for Toshiba Group






http://www.toshiba.co.jp/csr/en/engagement/index.htm

http://www.toshiba.co.jp/csr/en/highlight2014/employee.htm


CSR Management Structure

CSR Division / Chief CSR Officers

The CSR Governance Committee, consisting of the Executive Officer in charge of CSR and the executives concerned, holds meetings once a

year, in order to discuss and determine Toshiba Group CSR Action Policies. Based on the polices determined, the Corporate Environment

Management Committee, Risk Compliance Committee and other relevant committees (see the chart below) establish key performance

indicators (KPIs) and implement action plans for each of the topics for which they are responsible.

As part of their business activities, in-house companies, business sites, and Group companies in Japan and overseas appoint their own Chief

CSR Officers. Since FY2007, the members of CSR Office has visited the Chief CSR Officers of in-house companies and major Group

companies every half year to ensure the implementation of Toshiba Group’s CSR management policies and to check the progress regarding

high-priority themes for the companies.

To discuss CSR progress and issues, the CSR Office holds a monthly meeting called the Corporate CSR Meeting, which is attended by

representatives from CSR-related divisions such as human resources, environment and procurement. .

Toshiba Group's CSR Management Structure

CSR Assessment and Internal Audit

Focusing on the major subjects of ISO 26000, related corporate divisions perform self-assessment, along with a CSR activity review by a third-

party organization. We take review results into consideration to identify materialities (key issues).

In management audits performed by the Corporate Audit Division, we also monitor the progress of activities regarding priority issues throughout

the Group.

For our overseas Group companies, we conduct an annual CSR survey based on the 10 principles of the UN Global Compact as well as ISO

26000 and the EICC’s code of conduct to assess the performance of issues regarding ethics, human rights, labor, occupational health and

safety, and social contribution.

In addition, we monitor environmental issues through in-house environmental audits, and the Legal Affairs Division provides instructions directly

to the management of overseas Group companies to ensure compliance with anti-bribery guidelines. Throughout the annual TEAM Survey,

CSR performances such as compliance awareness is also self-assessed.

In order to ensure that Toshiba Group’s policies and plans are properly implemented, we also monitor the progress of company activities

through quarterly reports submitted to the President as well as semi-annual interviews with Chief CSR Officers of in-house and Group

companies conducted by the CSR Office.

Process of Materiality Identification


http://www.toshiba.co.jp/csr/en/highlight2014/materiality01.htm#mat_02

Outside Ratings for Toshiba Group CSR

Toshiba Group proactively disseminates information on its CSR activities to external parties. The table below shows high ratings from several

mass media as well as SRI (Socially Responsible Investment) institutions, obtained by Toshiba Group in FY2013.

Rating Evaluation Period

Member of Dow Jones Sustainability Indices (DJSI)

Selected for 14 consecutive years since 2000 September 2013

Euronext Vigeo World 120 index

Selected global index (among 17 companies areJapanese)

June 2014

oekom research AG

Toshiba ranked Prime among the world's 19 major ITmanufacturers

June 2011

IntegreX (Japan)Survey of Corporate Integrity and TransparencyReference website: IntegreX

5th place overall (among 498 listed companies)1st place in industry (among 65 companies)

March 2014

Japan Corporate Governance Research Institute, Inc.Twelfth (FY2013) Corporate Governance Index (JCGIndex)SurveyReference: Japan Corporate Governance ResearchInstitute's website

7th place March 2014

CSR survey conducted by Toyo Keizai, Inc. among approx.1000 companies

10th place in FY2013 overall (1st place in terms ofCSR field)

April 2014

2013 Golden Bee CSR Reports Honor Roll Award (China) Exellent CSR report in foreign capital category December 2013

Evaluation by External Parties

Enhancement of Employees' Awareness

In order to enhance CSR awareness among all Toshiba Group employees, the President emphasizes the importance of CSR management at

every available opportunity, such as at the beginning of half-year terms, the company’s anniversary and New Year celebrations. These

messages are communicated to business sites in Japan and overseas as well as to Group companies via in-house newsletters and other

channels. In addition, we educate CSR to employees by different job hierarchies, including new employees and newly appointed managers, and

provide e-learning throughout the year on various CSR topics, such as the environment, information security, human rights and engineering

ethics.


http://www.sustainability-indices.com/

http://www.vigeo.com/csr-rating-agency/en/actualites-a-presse/blog-9

http://www.oekom-research.com/index_en.php

http://www.integrex.jp/english/index.html

http://www.cg-net.jp/e-index.html


http://www.toshiba.co.jp/csr/en/evaluation.htm

Outstanding examples of CSR initiativessuch as social contribution were officiallyrecognized at the CSR Conference.

Mr. Shimomitsu, Executive Officer in chargeof CSR, spoke about issues to be addressedin FY2014.

Toshiba Group's CSR Month

Toshiba Group has designated December as its CSR Month since FY2006. During this month, we

assess our CSR initiatives and hold a variety of events, such as the Group-wide CSR Conference

and other events at our companies and business sites focusing on social contribution and other

CSR activities. In order to allow each and every employee to conduct self-assessments of their

CSR awareness and practices, we provided e-learning from November 2013 to January 2013 on

topics such as Copyright, Engineering ethics, and Electrical Appliances and Material Safety Act. In

addition to holding “Workplace CSR meetings” focusing, we asked our in-house companies and key

Group companies to conduct self-assessments of their CSR activities in accordance with ISO

26000.

On December 20, we held our annual CSR Conference, which was attended by some 680

employees, including executive officers and labor union representatives. At the Conference, a

ceremony was held to commend the teams that demonstrated outstanding practices with regard to

health and safety as well as social contribution. In addition, examples of outstanding CSR efforts

were shared. Executive Officer in charge of CSR reflected upon our CSR activities in FY2013 and

spoke about issues as “Human right” and “Supply chain CSR” to be addressed in FY2014.

Through these events, attendees were able to re-confirm that the significance of a company’s

existence is validated through its business and the activities of each and every one of its

employees.

Workplace CSR Meetings

In order to promote the concept of CSR throughout our entire organization, in FY2010 we initiated workplace CSR meetings for all our

employees in Japan. In FY2013, we held these meetings three times at each workplace, with the participation of a cumulative total of

280,000 employees.

Three topics were offered for discussion at each meeting, and the participants discussed the one most relevant to their workplace for

around 30 minutes. Unlike conventional one-way education, this kind of workplace meeting aims to improve the workplace climate by

encouraging each and every employee to be aware of integrity issues and to freely express their opinions.

Examples of topics taken up in FY2013:Work-style innovation

Engineering ethics

Proper use of Social Media

Corporate Social Responsibility (CSR)


CSR Performane: Organizational GovernanceCorporate Governance


Appointment of 16 directors and reappointment of a female outside director for further expansion of the global business

Corporate Governance Policy

Toshiba's corporate governance policy aims to enhance management efficiency and transparency, while maximizing corporate value from the

shareholders' perspective.

Corporate Governance Report (Japanese)

Toshiba's Governance System

As a “company with committees,” Toshiba aims to enhance its management mobility, supervisory functions, and increase transparency. The

board of directors consists of 16 members, half of whom are directors who do not form part of the executive management team ("the Non-

Executive Directors"). The Non-Executive Directors include four outside directors (including one woman), the chairman, the vice chairman, and

two full-time Audit Committee members. The benefit of this composition is that it allows the board to formulate basic management policy

efficiently based on the actual status of management through the inclusion of Toshiba executives who are familiar with its operations but who

devote themselves to supervision, though half of the eight are independent outside directors. Each committee has a majority of outside directors

and the Nomination and Compensation Committees are both chaired by outside directors.The Nomination Committee is composed of 1 inside

director and 2 outside directors, the Audit Committee of 2 inside (full-time) directors and 3 outside directors, and the Compensation Committee

of 2 inside directors and 3 outside directors. Each committee has a majority of outside directors, and the Nomination and Compensation

Committees are both chaired by outside directors.

Notification has been filed regarding all outside directors as being independent directors stipulated in the Securities Listing Regulations of the

Tokyo Stock Exchange.

The outside directors receive prior explanations on the matters to be resolved at board meetings from the staff in charge. They also attend the

monthly liaison conferences of executive officers in order to oversee Toshiba's management.

To help the Audit Committee perform its duties, we have created the office for the committee. The personnel transfers of the staff members of

the office are determined by prior consultation with the Audit Committee. The Corporate Audit Division, which is in charge of internal audits,

consults with the Audit Committee in advance to formulate annual auditing policies and plans. The Corporate Audit Division also participates in

discussions on the audited divisions and shares audit information through semimonthly liaison meetings with the Audit Committee.

Along with these activities, the Audit Committee normally draws on field surveys conducted by the Corporate Audit Division for detailed

information. Though the Audit Committee obtains reports on the results of audits conducted by the Corporate Audit Division, it also conducts its

own audits if deemed necessary.


http://www.toshiba.co.jp/csr/en/performance/governance/governance.htm#gov_02

http://www.toshiba.co.jp/about/ir/jp/governance/pdf/cg20130710.pdf

Corporate Governance Structure

Compensation for Directors and Executive Officers

We have designed a compensation system for retaining talented human resources, and for providing incentives to directors and executive

officers to effectively execute their duties. Directors receive fixed compensation according to their duties and their status as full-time or part-time

directors.

Executive officers receive basic compensation based on their ranks and service compensation calculated according to their duties; 40% to 50%

of the service compensation fluctuates from zero (non-payment) to double depending upon the year-end performance of the division for which

the executive officer is responsible or that of Toshiba Corporation.

Total Amount of Compensation Paid to Directors and Executive Officers (FY2013, Toshiba Corp.)

PositionTotal Amount(Million of yen)

Basic FixedCompensation(Million of yen)

Performance BasedCompensation

Number of Persons

Directors(excluding Outside Directors)

313 313 - 15

Outside Directors 62 62 - 4

Executive Officers 1,353 1,148 205 42

Directors and Executive officers whose total compensation exceed 100 million yen for FY2013

Name Position CompanyBasic FixedCompensation(Million of yen)

PerformanceBasedCompensation

Total Amount(Million of yen)

Atsutoshi Nishida DirectorToshibaCorporation

127 - 127

Norio SasakiDirector Toshiba

Corporation

74 -104

Executive Officers 25 5

Hisao TanakaDirector Toshiba

Corporation

6 -111

Executive Officers 88 17


Internal Control Systems

The Toshiba Group Standards of Conduct prescribes the values and codes of conduct that all executives and employees should share. In

response to the Companies Act of Japan, which came into effect in May 2006, we also determined basic policies on the internal control system

at a meeting of the board of directors. Accordingly, in order to enhance the Group-wide internal control system, all group companies also

adopted a similar resolution at respective board of directors’ meetings and established related regulations. Thus they are continuing to strive to

bolster their internal control systems. In addition, Toshiba Group has created an organization for the internal control reporting system and

assesses the effectiveness of internal controls over financial reporting. We will continue our efforts to properly manage the internal control

system regarding financial reporting.

In order to prevent damage due to antisocial forces, based on a resolution of the Board of Directors in June 2006, Toshiba revised the Toshiba

Group Standards of Conduct to state clearly that the company refuses all involvement in business activities with antisocial forces. Based on

these revised Standards of Conduct, the company has established a management system as shown below, thus ensuring sound management.

Toshiba's Internal Control System

As a “Company with Committees system,” Toshiba has put into place the systems listed below.

Systems to ensure appropriate operation as a stock company

(1)System to ensure that Executive Officers' compliance with laws and regulations and the Articles of Incorporation.

1. Executive Officers periodically report to the Board of Directors on their execution of their duties and are required to report on

necessary items to the Board of Directors, as necessary.

2. The General Manager of the Corporate Audit Division periodically reports to the Board of Directors on internal audit results.

3. The Audit Committee periodically interviews Executive Officers and the General Manager of the Corporate Audit Division reports to

the Audit Committee on internal audit results.

4. Executive Officers report to the Audit Committee on any material violation of laws and regulations without delay in accordance with

the Rules concerning Reporting to the Audit Committee.

(2)System for retention and management of information concerning Executive Officers' execution of their duties.

1. In accordance with the Rules concerning the Document Retention Period, Executive Officers appropriately retain and manage

material documentation, such as information materials for the Management Meetings and decision-making documents, and other

documents such as account books and records.

2. Executive Officers run a system that allows Directors to access important information, such as information materials for the

Management Meetings, decision-making documents, account books and records and business reports.

(3)Rules and other systems concerning risk management

1. In accordance with the Basic Rules concerning Risk-Compliance Management, the Chief Risk-Compliance Management Officer

(hereinafter referred to as the “CRO”) formulates and promotes measures concerning crisis and risk management in his/her

capacity as the chairman of the Risk-Compliance Committee.

2. Executive Officers formulate and promote measures necessary for continuously clarifying business risk factors and minimizing loss

in the event that risk is realized.

(4)System to ensure that Executive Officers efficiently execute their duties

1. The Board of Directors determines the basic management policy and approves the mid-term business plan and annual budgets

prepared by the Executive Officers.

2. The Board of Directors delegates authority and responsibilities to Executive Officers in an appropriate manner and Executive

Officers clarify the authority and responsibilities of the Executive Officers and employees in accordance with the Rules concerning

Responsibilities of Division and the Rules concerning Managerial Duties.

3. Executive Officers set concrete targets and roles of organizations and employees.

4. Executive Officers make decisions on business operations based on appropriate procedures in accordance with the Board of

Directors Rules, the Corporate Decision Making Rule, the In-house Company Decision Making Rule and other rules.

5. Executive Officers follow up annual budget implementation and appropriately evaluate performance evaluation by means of monthly

meetings and the Performance Evaluation Committee.

6. Executive Officers promote strengthening of information security systems and operate the accounting system, the authorization

system and other information processing systems in an appropriate manner.

(5)System to ensure that employees' performance of their duties conforms to laws and regulations and the Articles ofIncorporation

1. The President & CEO ensures, through continuous execution of employee education etc., that employees comply with the Toshiba


Group Standards of Conduct clarifying values and codes of conduct to be shared by all officers and employees.

2. The CRO formulates and promotes measures concerning compliance with laws and regulations in his/her capacity as the chairman

of the Risk-Compliance Committee in accordance with the Basic Rules concerning Risk-Compliance Management.

3. The Executive Officer in charge endeavors to detect problems early and deal with them in an appropriate manner by making use of

the whistle-blower system.

(6)System to ensure the appropriateness of business operations of Toshiba Group

1. Toshiba Corp. requests its subsidiaries to adopt and implement the Toshiba Group Standards of Conduct.

2. Toshiba Corp. requests its subsidiaries to report to Toshiba Corp. in accordance with the Operational Communication Arrangement

in the event that material issues arise in their business operations.

3. Toshiba Corp. formulates appropriate measures for internal control, including that of its subsidiaries, and requests its subsidiaries to

promote the measures according to their situations.

4. Toshiba Corp. requests its subsidiaries to establish audit systems in accordance with the Toshiba Group Auditors' Audit Policy.

5. Toshiba Corp. executes management audits of its subsidiaries, as necessary.

Items Necessary for the Audit Committee's Performance of its Duties

(7)Employees assigned to assist the Audit Committee in the performance of its duties

1. In order to assist the Audit Committee in the performance of its duties, the Audit Committee Office consisting of five or so staff is

established. No director is assigned to assist the Audit Committee in the performance of its duties.

(8)Independence of employees mentioned in the preceding paragraph from Executive Officers

1. Personnel transfer of employees of the Audit Committee Office is discussed with the Audit Committee in advance.

(9)System for reporting by Executive Officers and employees to the Audit Committee and other systems concerning reportingto the Audit Committee

1. Executive Officers and employees report to the Audit Committee in accordance with the Rules concerning Reporting to the Audit

Committee in the event that any material issue arises that may affect operation and financial performance.

2. The President & CEO provides auditors designated by the Audit Committee with opportunities to attend important meetings,

including the Management Committee meetings.

(10)System to ensure that audits by the Audit Committee are conducted effectively

1. The President & CEO periodically dialog with the Audit Committee.

2. Executive Officers and employees report the execution of their duties to the Audit Committee by means of the periodical interviews

conducted by the Audit Committee and circuit interviews.

3. The General Manager of the Corporate Audit Division discusses the policy and the plan for internal audits at the beginning of each

fiscal year with the Audit Committee in advance and timely reports the internal audit results to the Audit Committee.

4. The Audit Committee has accounting auditors provide explanations and reports concerning the accounting audit plan at the

beginning of each fiscal year, the situation of accounting audits during each term and the results of the accounting audits at the end

of each fiscal year.

5. The Executive Officer in charge provides explanations to the Audit Committee concerning the interim settlement of accounts and

settlement of accounts at the end of fiscal year as well as quarterly settlement of accounts prior to the approval by the Board of

Directors.

6. The President & CEO informs the Audit Committee in advance and provides explanations concerning the assignment of the General

Manager of the Corporate Audit Division, taking into consideration the independence of the General Manager of the Corporate Audit

Division from other Executive Officers and organizations.

Internal Control System over Financial Reporting

In view of the introduction of the internal control reporting system in accordance with the Financial Instruments and Exchange Act of Japan (J-

SOX) from the fiscal year ended March 2009 onward, Toshiba has established an organization at the corporate level to promote assessment of

the effectiveness of internal control system over financial reporting; and each in-house company and group company both inside and outside

Japan has put in place an organizational structure in response to J-SOX and made the assessment accordingly. Based on the assessment of

the effectiveness of internal control system over financial reporting, we will endeavor to improve reliability of Toshiba Group's financial reporting.


Takeover Defense Measures

With the goal of protecting and enhancing the Company's corporate value and the common interests of its shareholders, Toshiba has

implemented countermeasures against large scale acquisitions of shares in the Company. These countermeasures are aimed at clarifying the

procedures for handling large-scale acquisitions of the Company’s shares in order to provide shareholders with sufficient information and time

required to make appropriate decisions, as well as at securing opportunities for negotiations with the buyers of shares to protect and improve the

Company’s corporate value and common interests of its shareholders.

For more information visit: Renewal of Countermeasures to Large-Scale Acquisitions of Toshiba Corporation Shares (Takeover Defense

Measures) [PDF 217MB/31 pages]

Evaluation of Corporate Governance

Toshiba was ranked 7th in the JCGIndex Survey conducted by the Japan Corporate Governance Research Institute, Inc. (March, 2014)



http://www.toshiba.co.jp/about/ir/en/news/20120508_1.pdf

http://www.toshiba.co.jp/about/ir/en/news/20120508_1.pdf


CSR Performane: Organizational GovernanceInformation Disclosure and IR

Policy on Information Disclosure

In accordance with the Toshiba Group Standards of Conduct, the basic policy of Toshiba Investor Relations activities is to provide proper and

timely disclosure of corporate information, such as management policies and financial data, in order to allow investors to obtain a correct

understanding of Toshiba.

Toshiba Group discloses information in a timely and appropriate manner in accordance with pertinent laws and regulations. We also disclose

important corporate information that is likely to influence investor decisions even when such disclosure is not required by law or regulation.

Toshiba Group is striving to promote deeper understanding among investors showing high interest in its individual business chiefly by hosting

meetings to provide explanations of such businesses while paying attention to the timing of disclosure and by participating in seminars

organized by securities firms.

Toshiba Group Standards of Conduct Chapter 1 13. Corporate Communications

Information Disclosure Policy

Basic Policy on Profit Distribution

Toshiba, while giving full consideration to such factors as the strategic investments necessary to secure medium- to long-term growth, seeks to

achieve continuous increases in its actual dividend payments, in line with a payout ratio in the region of 30 percent, on a consolidated basis.

Basic Policy on Profit Distribution

Information Disclosure Framework

Regulations/Standards and procedures for timely disclosure were established on October 1, 2003, which defined responsibilities for related

work.

Internal system for information disclosure

Information Disclosure Checks and Audits

Toshiba clarifies the delegation of authority, enhances internal control, and ensures the appropriateness of information content by assigning

multiple divisions to prepare and verify management policies, financial data, and other corporate information from their individual perspectives.

Toshiba does its utmost to ensure reliable, timely disclosure based on double checking by the division concerned and Legal Affairs Division.



http://www.toshiba.co.jp/about/ir/en/governance/disclosure.htm

http://www.toshiba.co.jp/about/ir/en/stock/dividend.htm

Evaluation of the IR Website by External Parties

Toshiba's constant upgrades of its IR website to ensure fair disclosure have earned recognition. Awards won by the website in FY2013 are

indicated below, and the site also gained high evaluations from several agencies that survey Socially Responsible Investment (SRI).

Evaluation of the IR Website by External Parties (FY2013)

Organization Evaluation Period

Gomez IR Site Ranking by Morning Star Japan k. k. (surveyed: 3,583 Japanese companies)

(Japanese)

Excellent Company: GoldMedal

June 2014

2013 Internet IR Best Company Award by Daiwa Investor Relations Co., Ltd. (surveyed: 3,602 companies)

(Japanese)

Grand Prix (BestCompany Award 2013 fornine consecutive years)

November 2013

Nikko Investor Relations Co. Ltd.FY2013 Ranking of Listed Companies' Websites(surveyed: 3,556 companies)

(Japanese)

2nd place overall November 2013

Evaluation by SRI (FY2013)

Organization Evaluation Period

Member of Dow Jones Sustainability Index (DJSI)Selected for 14consecutive years since2000

September 2013

Euronext Vigeo World 120 index Selected as a member ofthe 120 most advancedcompanies at the globallevel (17 Japanesecompanies among them)

June 2014

oekom research AG

Toshiba ranked Primeamong the world’s 19major IT manufacturers

June 2011


5th place overall (among498 listed companies)1st place in industry(among 65 companies)

March 2014

Japan Corporate Governance Research Institute, Inc.Twelfth (FY2013) Corporate Governance Index (JCGIndex) SurveyReference: Japan Corporate Governance Research Institute’s website

7th place March 2014

CSR survey conducted by Toyo Keizai, Inc. among approx. 1,000 companies10th place in FY2013overall (1st place in termsof CSR field)

April 2014

2013 Golden Bee CSR Reports Honor Roll Award (China)Excellent CSR report inforeign capital category

April 2014



http://www.gomez.co.jp/ranking/ir/index.html

https://www.daiwair.co.jp/pdf/pr131125.pdf

http://www.nikkoir.co.jp/rank/about_2013.html







Shareholder Newsletter (Japanese)

Communication with Shareholders and Investors

Communication with Individual Shareholders

Publication of Shareholder NewslettersToshiba Group strives to communicate with individual shareholders through our shareholder newsletters and

also gave lectures on our solar power business at the seminar hosted by brokerage house / IR support

companies.

Enhancement of IR WebsiteWe posted a video message from the President on our corporate investor relations website. Also, among of our efforts to improve the English

language website, we started an English e-mail distribution service to provide registered users with e-mail notification about financial reporting.

IR website

Questionnaire survey on the IR website

General Meeting of ShareholdersWe held the General Meeting of Shareholders at Tokyo on June 25, 2013. The meeting was attended by 5,740 shareholders. We will continue

to enhance our communication with our shareholders through such meetings.

At the site, there were exhibition corners set up to easily explain to the shareholders about various Toshiba products such as electronic devices,

social infrastructure systems, digital products, home appliances and medical equipment. Also, booklets of Toshiba Group Annual Report 2013

were distributed at the meeting.

Communication with Institutional Investors and Securities Analysts

Throughout the year, Toshiba works to promote communication with institutional investors and securities analysts by attending seminars hosted

by securities firms, visiting investors in Japan and overseas and hosting interviews about Toshiba. In FY2013, in addition to annual financial and

management policy briefings, we also held meetings to explain our healthcare business strategies and gave a tour of Toshiba’s Yokkaichi

Factory in response to investors’ requests. Working in collaboration with securities firms, Toshiba’s executive officers in charge explained our

semiconductor and storage business strategies for investors in Japan and overseas, creating opportunities to promote their understanding of

Toshiba Group’s high-priority businesses.

Since FY2013, we have also visited overseas institutional investors to explain our ESG (Environment, Society and Governance) factors used to

measure investments in companies and businesses, and we have heard a variety of opinions from such investors, including their thoughts on

challenges and expectations.


http://www.toshiba.co.jp/about/ir/jp/library/or/or.htm

http://www.toshiba.co.jp/about/ir/index.htm

http://www.toshiba.co.jp/about/ir/en/questionnaire.htm

CSR Performane: Human RightsRespect for Human Rights


Workshop on Business and Human Rights for human resources managers from nine countries in Asia

Policy on Respect for Human Rights

Toshiba Group's Corporate Philosophy emphasizes respect for people and has declared that it will respect the rights of all people through

healthy business activities. We also ensure compliance with laws, social norms and company rules regarding human rights worldwide and

promote business activities through fair and honest competition.

For Toshiba Group’s executives and employees, we have defined the “Toshiba Group Standards of Conduct” to stipulate adherence to all

relevant laws and regulations, respect for fundamental human rights, and prohibition of discriminatory treatment, child labor and forced labor.

These standards require that respect be accorded to diverse values, individuality, and privacy of individuals, prohibits discriminatory behavior

based on race, religion, gender, nationality, disability, age, or sexual orientation, and prohibits physical abuse, sexual harassment, abuse of

power, and any other actions that disregard the dignity and individuality of others.

Toshiba Group participates in the UN Global Compact to show our support for universal principles concerning human rights and labor, including

the Universal Declaration of Human Rights and the ILO Declaration on Fundamental Principles and Rights at Work, as well as our determination

to put those principles into practice. We also refer various international standards as the UN Guiding Principles on Business and Human Rights.

UN Global Compact

The Universal Declaration of Human Rights

The OECD Guidelines for Multinational Enterprises

UN Guiding Principles on Business and Human Rights

ISO 26000

We also recognize the importance of implementing our human rights policies not only within the Group but also throughout our supply chain. To

this end, we stipulate the policy of respecting human rights in the "Supplier Expectations" of Toshiba Group Procurement Policy and request

their compliance with it, which we then monitor through CSR surveys.

Toshiba Group Standards of Conduct Chapter 2 15. Human Resources


Framework for Respecting Human Rights

Based on the policy of respect for people and diversity and prohibition of discrimination, Toshiba is working to raise awareness of the

importance of respect for human rights by providing training on human rights.

In accordance with the above policy and the structure shown below, the Human Rights Promotion Committee of each in-house company

formulates and implements a concrete education and training plan in order to promote awareness of human rights.

Toshiba Corporation Human Rights Enlightenment Committee Structure


http://www.toshiba.co.jp/csr/en/performance/human_rights/policy.htm#BSR

http://www.toshiba.co.jp/csr/en/policy/aim.htm#aim_01

http://www.toshiba.co.jp/csr/en/policy/soc.htm


http://www.ohchr.org/Documents/Publications/GuidingPrinciplesBusinessHR_EN.pdf


http://www.toshiba.co.jp/procure/en/policy/index.htm

Workshop in Asia on "Business and humanrights"

Presentation by participants

Identification and Monitoring of Human Rights Risks

Toshiba Group continuously investigates potential human rights risks that could arise in connection with its business activities through reviews of

activities based on ISO 26000, which provides international standards for social responsibility in organizations.

In FY2013, in order to deepen our understanding of the impact of our business activities on human rights and to recognize priority issues, we

performed a human rights impact assessment in collaboration with Business for Social Responsibility (BSR), a U.S.-based CSR promotion

organization.

[Major human rights issues identified by the human rights impact assessment]

・Respecting human rights regarding the procurement of raw materials (conflict mineral issues)

・Respecting human rights in the supply chain

・Respecting employees’ human rights

・Respecting customers’ human rights (protection of personal information, etc.)

・Respecting human rights when branching out into new regions

We will enhance our measures regarding human rights issues that vary depending on business area, country or region, through dialogue with

relevant stakeholders. Also, to monitor the implementation of human rights initiatives, we will continue to perform audits by the Management

Audit Department, gap analysis based on ISO 26000, and global CSR surveys targeting overseas Group companies as well as CSR surveys of

our suppliers.

Education on Respect for Human Rights

Toshiba Group strives to be a discrimination-free organization in which employees enjoy optimal job

satisfaction, based on our policy of respecting fundamental human rights and the diverse values of

individuals and prohibiting discriminatory treatment; and foster an awareness of human rights

among our employees through the activities of the Human Rights Enlightenment Committee.

In addition, we undertake trainings that place an emphasis on human rights and diversity. For

example, “Toshiba Group Standards of Conduct” has been made in 16 languages so that the

awareness takes root within all companies and business sites. Education on human rights is

provided to new recruits and to employees at the time of promotion to managerial positions.

In December every year during Human Rights Week, Toshiba holds a Human Rights Week

Memorial Lecture at the Toshiba headquarters as a Toshiba Group CSR month event. In FY2013,

the theme of the lecture was “Mental health and human rights,” and 162 managers from the general

affairs, human resources, and other administrative departments of Toshiba Group companies

attended the lecture.

In February 2014, we invited a representative of BSR, a U.S.-based CSR promotion organization, to

lecture at a workshop we held on the theme of “business and human rights” with the participation of

45 human resources managers from 9 countries in Asia. At the workshop, attendees were lectured

on case studies of human rights violation and on an overview of international standards and

discussed human rights risks that are likely to occur in their own countries / region to obtain a

deeper understanding of how to handle labor and human rights issues.

Grievance Mechanisms

For employees

Risk Hotline

In January 2000, Toshiba established a whistleblower system “Risk Hotline” to collect internal information on Toshiba Group Standards of

Conduct violations, particularly those concerning laws and regulations, and to deal with wrongdoing through a self-rectification system.

Under this system, an employee can report an incident and seek advice. Employees are protected from retaliation and must not be treated

disadvantageously on the grounds that they provided such information.

Consulting Services for Employees

Toshiba provides consulting services regarding employee problems and grievances on an individual basis. Expert consultants respond to

employee inquiries via telephone, fax, e-mail or postal mail regarding problems related to work environment, interpersonal relationships,

personnel treatment, sexual harassment, and abuse of power.

For suppliers

Clean Partner Line

In April 2006, Toshiba set up a supplier whistleblower system to receive reports from suppliers and business partners to prevent

noncompliance and unfair trading practices by employees in charge of procurement and order placements for construction and other

works.




http://www.toshiba.co.jp/csr/en/performance/human_rights/employee.htm

http://www.toshiba.co.jp/csr/en/performance/customer/cs.htm#cs_04

Activities with Stakeholders

Participation in human rights initiatives

Toshiba Group is actively participating in initiatives developed by international and industrial organizations to review human rights issues.

- Participation in the Japan Human Rights Study Forum hosted by Business for Social Responsibility (BSR), a U.S.-based CSR promotion

organization (FY2012)

- Participation in the Human Rights Due Diligence Study Group organized by the Global Compact Japan Network (GC-JN) (FY2013)

- Participation in Research on Respect for Human Rights in Business Development in Developing Countries conducted by Business Policy

Forum, Japan (BPF) as a committee member (FY2012)

Support for human rights NGOs

Toshiba Group co-sponsored the Amnesty Film Festival (FY2013) hosted by Amnesty International Japan, a human rights NGO, to present

films that focus on human rights, as well as the Gontiti Spring Charity Concert (FY2014) hosted by the same NGO.

Support for education in developing countries

Toshiba Group respects the right to education and is working to construct Toshiba Hope Elementary Schools and provide scholarships for

the development of next-generations in China.


CSR Performane: Human RightsRespecting Employees Human Rights

Policy on Employees Human Rights

In our Human Resources Management Policy, Toshiba Group specifies human resources to be the Group’s most valuable assets. Our global

common policy includes stipulations on equal treatment and diversity. In accordance with these polices, we ensure that personnel policies are

implemented based on respect for fundamental human rights and the social norms of different countries and regions. Based on these policies

and concepts, we formulate and promote various programs for recruitment, assessment and treatment of personnel.

Human Resources Management Policy (Global HR Policy)

Human Resources are Toshiba’s Most Valuable Assets.

Equal treatmentWe provide all employees with opportunities to develop and maximize their capabilities as well as to realize their potential.

Performance-based evaluation systemPromotions are based on actual ability and performance measured via the merit system.

DiversityDiverse people and ways of thinking invigorate the organization.

Right person in the right placeBasic human resources management policy is to develop and cultivate human resources effectively.

Prohibition of Forced Labor and Child Labor

Toshiba Group strives to create a work environment where human rights are respected and diversity and creativity are nurtured. As a participant

of the UN Global Compact, with universal principles concerning human rights and labor, it pledges to adhere to all relevant laws and regulations,

respect fundamental human rights, and ensure prohibition of discriminatory treatment, child labor and forced labor.

Ensuring the Fundamental Labor Rights of Employees

Toshiba supports the principles of the Universal Declaration of Human Rights, the United Nations Global Compact, and the OECD Guidelines

for Multinational Enterprises, and works to ensure that its employees have fundamental labor rights. In the labor agreement concluded with the

Toshiba Labor Union, Toshiba stipulates that the Labor Union has the three rights of labor (the right to association, the right to collective

bargaining, and the right to act collectively).

Labor-Union Relations

Toshiba maintains a good relationship with the Toshiba Union, which represents our employees. Management and union representatives

periodically negotiate and discuss employee working conditions and other matters.

At the Toshiba Group Labor-Management Congress held every six months, Toshiba discusses the Toshiba Group's business policies with

representatives of the Association of Toshiba Group Unions, with which the labor unions of Toshiba and Toshiba Group companies in Japan are

affiliated.

Toshiba Group companies overseas hold discussions with their labor unions or employee representatives in accordance with the laws and

regulations of the countries in which they operate.

Protection of Employees' Personal Data

Toshiba obtains and uses employee personal data after first obtaining the consent for the purpose of use. The Human Resources and

Administration Division play a central role in strictly managing employee personal data. Also, with regard to personal data of job seekers,

retention period is determined, and data is used appropriately within the scope of the purpose of use for which consent was secured and is

protected strictly.


http://www.toshiba.co.jp/csr/en/policy/organization.htm

Prevention of Sexual Harassment and Abuse of Power

The Toshiba Group Standards of Conduct, a code of conduct for executives and employees, stipulates respect for diverse values, individuality,

and privacy of individuals, prohibition of discriminatory behavior based on race, religion, sex, nationality, disability, age, or sexual orientation,

and prohibition of physical abuse, sexual harassment, abuse of power, and any other actions that disregard the dignity and individuality of

others.

In accordance with this policy, the employment regulations and the labor agreement prohibit sexual harassment and abuse of power and

stipulate disciplinary punishment for any person found guilty.

We also provide consulting services at each workplace, training for newly promoted and human rights training regularly.

Provision of Consulting Services for Employees

Toshiba Group provides consulting services regarding employee problems and grievances on an individual basis. Expert consultants respond to

employee inquiries via telephone, fax, e-mail or postal mail regarding problems related to work environment, interpersonal relationships,

personnel treatment, sexual harassment, and abuse of power.



CSR Performance: Labor PracticesStable Employment

Basic Policy on Human Resources

In our Human Resources Management Policy, Toshiba Group specifies human resources to be the Group’s most valuable assets. Our global

common policy includes stipulations on equal treatment and diversity. In accordance with such policies, we ensure that labor conditions conform

to the relevant laws and regulations. Furthermore, having established the action guidelines for stable employment, which were accepted by both

labor and management, we are carrying out business activities in line with the spirit of these guidelines.

Human Resources Management Policy (Global HR Policy)

Human Resources are the Most Valuable Assets

Equal treatmentWe provide all employees with opportunities to develop and maximize their capabilities as well as to realize their potential.

Performance-based evaluation systemPromotions are based on actual ability and performance measured via the merit system.

DiversityDiverse people and ways of thinking invigorate the organization.

Right person in the right placeOur basic human resources management policy is to develop and use human resources effectively.

Toshiba Group Employees (as of March 31, 2014)

Region Number of employees Business domain Number of employees

Japan 111,745 Energy & Infrastructure 55,235

China 22,469 Community Solutions 47,888

Asia*1 & Oceania 28,605 Healthcare Systems & Services 9,624

North America 22,585 Electronic Devices & Components 34,978

Central & South America 3,091 Lifestyle Products & Services 25,670

Europe*2 10,954 Others 23,602

Africa 811 Common to the Group 3,263

Total 200,260 Total 200,260


*2 Including Russia

Promoting Labor-Management Dialogue

We provide various opportunities to promote labor-management dialogue in order to facilitate labor-management relations and corporate

business activities. Labor and management have agreed that important matters such as business plans, business performance, and major

organizational reforms must be periodically explained to the labor union, and that other matters such as changes in labor conditions must be

discussed in advance by labor and management.


CSR Performance: Labor PracticesFair Evaluation and Treatment

Policy on Fair Personnel Evaluation and Treatment

In Toshiba's view, the purposes of employee evaluation are pertinent personnel deployment and the bringing of employee motivation and

abilities into full play through the assessment of job skills and performance and on the basis of fair treatment for all. Based on this view, in

employee evaluation Toshiba adopts "Evaluation Perspectives by Job Function," a method of clarifying the skills and results corresponding to

each job function, and distributes a handbook explaining the evaluation system to all employees. In employee evaluation, Toshiba uses a point-

addition scoring method to fairly evaluate the skills and job performance results of each individual, without regard to gender, age, ethnic origin,

nationality or other demographic attributes.

System for Promoting Fair Personnel Evaluation and Treatment

Toshiba promotes fair personnel evaluation and treatment in accordance with the personnel evaluation and treatment system established by the

Human Resources and Administration Division.

Training for Fair Personnel Evaluation and Treatment (Employee Morale Survey)

Toshiba encourages Group companies to conduct the TEAM Survey for the purpose of soliciting the opinions of employees.

In FY2013, 34 Toshiba Group companies in Japan conducted this in-depth survey of employee values and attitudes concerning company

policies, attitudes toward and evaluation of workplaces and superiors, and attitudes toward employee evaluation and treatment.

Participating companies hold meetings at each department and, in light of the findings of the survey, implement measures to enhance

communication in the workplace and vitalize organizations.

Objectives of the employee morale survey (TEAM survey) and execution method

TEAM survey execution cycle (annual)


Global Executive Forum

CSR Performance: Labor PracticesTalent Development

Principle of Talent Development

Toshiba’s principle of talent development is to provide all employees with opportunities for skills development and self-fulfillment in a fair and

non-discriminatory manner.

Cultivating Global Talents

Based on Toshiba's corporate philosophy, Toshiba Group emphasizes the importance of developing

well-rounded global talents who have deep cross-cultural understanding and the ability to perform

their jobs through direct communication with stakeholders around the world.

In an effort to develop such talents, we offer country and/or region-specific education programs

such as “Toshiba Value Education” to develop the desired attitude and mindset fostered over the

course of Toshiba's history, and provide “Liberal Arts Training” to develop well-rounded individuals

who can embrace diversity. Such region-specific education has a long history, with Europe and Asia

boasting the longest with programs commencing more than 15 years ago. To enhance our education programs, the Toshiba China Academy

and Toshiba University in the United States provide education in China and the Americas, respectively.

Furthermore, we offer global-integrated training programs such as the “Innovation Leaders Program” targeted at future leaders of Toshiba Group

companies around the world.

Using Full-fledged Career Development Systems

Toshiba supports the career development of each employee in an effort to maximize their current and future job performance.

We have well-developed career development systems in place. For example, our performance management system gives each employee a

semi-annual opportunity to review with their superior their job performance over the past six months and to discuss their job objectives for the

next six months. The career design system provides each employee with an annual opportunity to share their medium-term goals for skills

development as well as their planned means of developing and utilizing such skills, and to review their long-term career development plan with

their superior.

We also have career development systems that allow employees to build their careers autonomously. For example, our internal job posting

system allows each employee to apply for personnel transfer in order to fill a vacant post announced by a division, and the internal FA system

enables each employee to apply for personnel transfer to a division of their choice.

Job Transfers Involving Use of Open Recruitment in Toshiba Group and the In-house Free Agent System

System Eligibility FY2012 FY2013

Open recruitment in

Toshiba Group

Full-time employees of the eligible Toshiba Group companies who have been employed by the

company for 3 years or more39 72

In-house free agent Full-time employees who have been employed by the company for 5 years or more. 19 42


Training Programs at Toshiba Group

Toshiba Group has various training and development programs in place such as those that aim to cultivate certain values in all employees and

others based on individual needs and requirements at each career level.

Training Category Outline

Training and Development forToshiba People

Includes Innovation (MI) Training, Toshiba Value Education and Liberal Arts Training. (Liberal Arts refers to developing intellectual capabilities and cultivating the power of thinking in people.)

Global Training and DevelopmentSeeks to develop global-minded people who can not only perform the jobs within the scope of theircountries or regions but at a global level as well as people who can work by communicating with a widerange of stakeholders and accept cross-cultural differences.

Training and Development basedon Level of Responsibility

A compulsory program that must be taken by all employees at the time they join the company and eachtime they are promoted or assigned to a managerial position. This program allows participants to acquirethe skills and knowledge that are required for their new roles and responsibilities.

Job-type based Training andDevelopment

Aims to equip employees, based on their career stages, with knowledge and skills required for differentjob functions.

Training and Development forManagement Talents

Training program based on selection that aims to develop future leadership candidates for ToshibaGroup.


CSR Performance: Labor PracticesPromotion of Diversity


Toshiba Group explicitly specified the active development and utilization of diverse human resources as one of its managementpolicy.

Top Commitment

Toshiba Group will contribute to the development of a sustainable society by actively developing andutilizing various human resources as a driving force while aiming to achieve “growth through activityand innovation” through creating new values and cultivating new markets.The maximization of the capabilities and strengths of diverse employees is critical for active innovation and

corporate growth. Based on this belief, the Toshiba Group has positioned the promotion of diversity as one of

its integral management policy visions, and under the strong top commitment, top management has issued a

message on the importance of diversity for both employees and those outside the company.

In FY2011, Toshiba Group presented a new concept “Toshiba Diversity”. Furthermore, in FY2013, the

Toshiba Group specified “globally develop diverse, talented, creative people” as one of its management policy

visions, and has accelerated human resources planning, human resources development, and diversity promotion activities.

Medium-Term Strategies for Future Growth through Creativity and Innovation (August 7, 2013)



Toshiba Group intranet site “Kirameki”

Structure for Promoting Diversity

In FY2004, Toshiba Group set up the Diversity Promotion Advisory Committee as an advisory body to the personnel department with the aim of

promoting diversity in the entire Toshiba Group. In FY2012, the Diversity Promotion Advisory Committee was upgraded to a promotional

organization named the Diversity Strategy Committee, which meets every six months to encourage each in-house and Group companies to

voluntarily and actively implement diversity measures.

The Diversity Strategy Committee is convened, consisting of the Corporate Senior Executive Vice President who acts the Chief Diversity Officer

(CDO) as the chair, the executive officer in charge of personnel affairs, and the presidents of in-house and major Group companies as top

management members. In this committee, discussions are held to determine the direction of diversity strategies for each company, such as

measures to expand the domestic recruitment base to include more females, policies and measures to develop female employees in order to

increase the percentage of female managers, and the development of global human resources and environmental improvement.

Promotion Structure for Diversity Strategy Committee

Education and Training on Respect for Diversity of Human Resources

The Toshiba Group strives to create an organizational culture where diverse individuality and employee

values are accepted and respected and where each employee is provided the opportunity to maximize

their capabilities and strengths. Our efforts include diversity training where employees learn to accept and

respect diversity of each individual and study about human rights for all employees.

In the mandatory training at the time of promotion to manager, diversity training is conducted for five

hours, and training on compliance-including human rights-for one day. While incorporating work or case

studies, they are learning about diversity management methods and human rights to take full advantage of

the power of diverse human resources. Other training programs include “career training for early career

female employees who have worked for the company for five to ten years;” training for employees with

disabilities, which is designed to “develop skills that emphasize their strengths;” and communication

training for departments that accept employees with hearing impairments. Through these efforts, we are

enhancing our diversity training programs.

Also, Toshiba Corp. has set up an exclusive email address for counseling related to workplace

grievances. Based on opinions and requests from employees, a special networking site has been set up to

provide opportunities for exchanging information among employees. Thus, unified initiatives between the

company and employees have been accelerated to enhance interactive communication.


Internal newsletter “Kirameki Times” (issuedquarterly from FY2007 onward)

Raising Awareness

Toshiba's president has, in explaining management policies to employees and at the forum for diversity, “Kirameki Forum” for employees (which

also features experts from outside the company), spoken directly on the idea of diversity as the Group's management policy. We are also

distributing the video and entire text of the message through the company's internal website to communicate the message to employees who

are unable to attend the Kirameki Forum.

Activity Example: Communicating the president's message

In September 2013, President Tanaka's message on diversity was distributed by the internal

newsletter “Kirameki Times Vol.27” to all Toshiba Group employees, including those in offices

outside Japan.


Name of AwardYearAwarded

Awarded the next generation support certification label named “Kurumin Mark,” a certification provided by the Ministry of Health,Labor and Welfare in recognition of company efforts to support child rearing by employees.

2007

Received the Diversity Management Selection 100 Award from the Ministry of Economy, Trade and Industry 2013

Nikkei Woman's Female Workers' Workplace Opportunity Rankings (ranked 5th in the category of the Active use of women'sabilities)

2013

Toyo Keizai's Top 200 Diversified Companies Ranking (ranked 1st place) 2013

Toyo Keizai CSR Ranking (1st place in the category of Workforce and HR Utilization) 2013

Nikkei survey of Companies that Effectively Utilize its Employees (ranked 8th in the category of workplace environment andcommunication)

2013

Promoting the Utilization of Female Employees

<Toshiba Corporation's Target>In its medium-term management plan, the Toshiba Corp. has set a target of increasing the percentage of female managers to at least 5.0% by

FY2015 by implementing measures to accelerate the utilization of female employees. Furthermore, it aims to increase the number of senior

female managers to three times that of the 11 people (nine Vice Presidents and two Chief Fellow engineers) in FY2012.

Changes in the number/percentage of female managers (Toshiba Corp. (Japan))section manager class or higher)


A female engineer of Toshiba Corp.communicating the joy of manufacturing at acareer event

A scene from the TV disassembly workshop

Percentage breakdown of female managers (Toshiba Corp.(Japan))

FY2012 FY2013

Percentage of female managers 3.8% 3.8%

Section manager class 4.6% 4.4%

Division manager class 2.4% 3.0%

<Efforts to promote activities for female employees>In order to promote activities for female employees, Toshiba Corp. has, since FY2004, taken measures seeking to achieve the following three

objectives: increasing the number of female recruits; increasing (developing) female managers; and increasing the retention rate.

(1) Increasing the number of female recruits

Toshiba Corp. has carried out recruiting activities by setting the target ratios of female recruits for administrative and technical positions at 50%

and 25%, respectively. As for technical staff, since the percentage of female students in science and technology departments is only slightly

above 10%, Toshiba Corp. has promoted efforts to recruit more female engineers by implementing various measures such as holding recruiting

seminars dedicated only to female students in science and technology departments and actively presenting female engineer role models in the

recruitment media.

Ratio of female recruits (Toshiba Corp.(Japan))

Employee Breakdown (Toshiba Corp.(Japan))

Activity Example: Participating in and sponsoring events to convey the appeal of choosing science and engineering coursesof study in college to female junior high and high school students

Toshiba Corp. also actively participates in and sponsors

events to convey the appeal of choosing science and

engineering courses of study in college to female junior

high and high school students. In September 2013,

Toshiba Corp. held a “TV disassembly workshop” at an

all-girls school in Tokyo. With the support of employee

volunteers acting the role of disassembling experts,

students actually disassemble TVs using tools such as

screwdrivers, and they deepened their understanding of the mechanism of how electrical products

work. At the same time, we helped female junior high students create their visions for their future

careers through their interacting with female engineers.

In August 2013, we also participated in the career event “MY FUTURE CAMPUS Girls 1day” that targeted female high school students and

female freshman and sophomore college students and was sponsored by Mynavi Corporation. In the event, our female engineers explained the

fun of manufacturing to students.


A scene from group work of training program

(2) Increasing (developing) female managers

When Toshiba Corp. started our career support activities, the percentage of female managers in Toshiba Corp (Japan). was 0.9% in FY2004.

However, through career shaping support trainings, such as “Kirameki Juku” for managerial candidates and “Kirameki Koza” for working-level

employees, the ratio of female managers has been steadily increasing. For early career female employees, since FY2010, we have been

regularly conducting the “career training for early career female employees who have worked for the company for five to ten years,” and as a

result, the percentage of female managers in FY2012 increased to 3.8%.

Changes in the percentage of female managers (Toshiba Corp. (Japan))section manager class or higher)

Activity Example: Career training for young female employees

Toshiba Corp. developed a career training program for early career female employees for the

purpose of developing prospective female managers and has implemented this training program for

approximately 140 employees every year since FY2010. In this training, they learn how to develop

an idea about their career, and then a group activity of five to six employees is held for six hours in

total and a career design expert gives advice to each employee. In FY2012, a lunch time gathering

after the completion of the training program was newly implemented for employees who have

finished the program, which has contributed to the expansion of networks of same-generation

employees.

(3) Increasing the retention rate

Toshiba Group has set up a system to support diverse work styles of employees.

Recruiting More Non-Japanese Employees

As part of our diversity promotion program, we are increasing the recruitment of non-Japanese employees. Since 2006, in addition to employing

people who have studied in Japan as foreign exchange students, we have been carrying out our “global recruitment” program in an effort to

directly recruit students graduating from foreign universities. Approximately 60 graduates are employed every year and they play an active role

in the fields of sales, development and design. To facilitate their adaptation to life and work in Japan, we provide a wide range of life-related

assistance as well as work-related support such as providing each non-Japanese employee with a mentor who provides them with guidance

based on a tailor-made job skill improvement plan.

Since FY2011, we have conducted regular assessment of job duties and work environments in order to improve them by presenting good

examples from other workplaces in which those employed through global recruitment and their superiors discuss what they each respectively

regard as the challenges and good methods/means of encouraging foreign national employees to actively involve themselves in their

workplaces. Training is also provided for managers and trainers in workplaces receiving those who are newly employed through global

recruitment.

Engaging in interactive communication between the company and employees on the intranet site set up exclusively to promote diversity.



Clean-up activities by employees at ToshibaWith

Employee with a hearing disability explaininghow to disassemble a PC

Employment of People with Disabilities

As of April 1, 2014, Toshiba Corp. had 523 employees with disabilities, accounting for 2.09% of the overall workforce. Of the 120 Group

companies, 114 have already achieved the statutory employment ratio of people with disabilities. We are striving for Group-wide achievement of

this statutory target in April 2015.

We have also been making efforts to improve work environments for employees with disabilities. In FY2010, we established a network

connecting seven divisions engaged in supporting people with disabilities, including the Human Resources and Administration Division and the

Design Center. This network has enabled us to devise and implement comprehensive measures to support such employees.

Employment Ratio of People with Disabilities

June 2012 April 2013 April 2014

Toshiba Corp.Number of people 512 528 533

Employment ratio 1.96% 2.04% 2.09%

Toshiba Group

Number of people 1,760.5 1,772 1,781.5

Employment ratio 2.16% 2.24% 2.37%

Number of companies meeting the ratio 134 119 114

Activity Example: Toshiba With to promote employment of people with disabilities

Toshiba With was established in February 2005 as a special subsidiary company which, in

accordance with Toshiba's basic policy, aims to employ people with disabilities. It was named “With”

in the hope of creating an environment where people with and without disabilities can live and work

together.

Currently, 25 employees, most of whom have intellectual disabilities, are working at five business

sites of Toshiba Group.

Toshiba With was awarded the Toshiba Corporate Citizenship Award in “Social Contribution by

Business”, category which was newly-established in FY2013, for its contributions to society through

business.

Activity Example: Sign language club members organizing a PC Disassembly Workshop at a school for the deaf

Toshiba Group has been providing employees with a monthly sign language lesson, “Toshiba sign

language club,” since FY2009. At the club, employees with impaired hearing serve as instructors,

teaching sign language to facilitate smooth communication and providing information to promote

understanding of hearing disabilities. By FY2013, a total of 1,658 people have participated in such

lessons.

The sign language club members are engaged in activities outside the Company as well. In

FY2013, five members participated in a PC Disassembly Workshop for elementary school children

in grades three through six at the Koto Branch of the Otsuka School for the Deaf (Koto-ku, Tokyo)

to explain the roles of different parts using sign language.

Active Utilization of Older Employees

In 2001, amidst the backdrop of the declining birthrate and aging of the society, we established a system to extend the employment of older

employees until they reach age 65. Under this system, wage levels are determined according to skills and abilities. We expect employees to

continue to display their abilities even after reaching the mandatory retirement age of 60 and pass on high-level skills to the next generation.

Thus, we provide workplaces in which older employees can play active roles in daily operations.

The revised Act on Stabilization of Employment of Elderly Persons came into force in April 2013. As a general rule, in consideration of the

purpose of the revised Act, we have decided to extend employment opportunities to all persons reaching age 60 in April 2013 or thereafter if

they so desire.

We will continue to actively encourage older employees to play active parts in their workplaces according to their work styles, needs, and skills.


CSR Performance: Labor PracticesSupport for Diverse Work Styles


Toshiba Group held a nursing care seminar for its employees.

Work-Style Innovation

Toshiba Group is working on activities toward accelerating so-called work-life balance under the unique name of “work-style innovation.” Work-

style innovation (WSI) refers to a campaign aimed at creating a positive spiral, where employees work very hard and efficiently and also make

the most of their private lives to rejuvenate and improve themselves so that they can add higher value to their work.

At Toshiba Group companies, each employee promotes activities to increase productivity by changing their working styles and methods. We

also present WSI initiatives implemented at different workplaces on our company website to share lessons from model examples.

Reduction in Long Working Hours

In Toshiba Corp., the average total number of annual actual working hours per employee was 2,064 hours and the average number of annual

non-scheduled working hours per employee was 350 hours in FY2013. Employees who work more than 60 hours of overtime per month are

considered long-hour workers, and those who work more than 60 hours of overtime per month for three consecutive months are considered

chronic long-hour workers. We are striving to reduce the number of chronic long-hours workers to zero.

The Toshiba Group has been pushing work-style reform through the following two approaches: a self-management approach, taken by each

employee, and a team management approach, led by a team leader. We have also been carrying out a campaign with the catchphrase “Enjoy

your work!” for which we have created a related web page on our intranet as a way of letting employees learn from the experiences of top

managers and co-workers.

Annual Paid Vacation

For the employees' rejuvenation, Toshiba Corp.has been facilitating the planned use of annual paid vacation. In FY2013, percentage of annual

paid vacation taken by union members was 83%.

Activity Example: Use of the system for visualizing working hours

In order to promote WSI, it is necessary to accurately monitor the work hours of each employee. For this purpose, Toshiba introduced a

system that allows employees to display and visually monitor hours worked on their computers (FY 2009). We also operate the systems

for work record notification and work record display, in order to ensure that employees and their superiors pay constant attention to work

hours (FY2010- ). The work record notification system automatically sends an e-mail to each employee and their superior to inform them

of their work record.

The work record display system uses the three colors of traffic lights (red, yellow, and green) to classify each employee's current work

record, thereby drawing attention to overtime work hours. Thus, this system supports the visualization of work hours.



Supporting Employees' Work and Childcare

Toshiba Group strives to enhance the flexibility and scope of systems that allow employees to change their working styles according to their

personal circumstances.

Diverse Working Style Options and Employee Participation (Toshiba Corp.(Japan))

System Toshiba system As required by law

Childcareleave

Period Until the end of the month when the child turns 3 years oldUp to 1 year old except when certainrequirements are met

Number oftimes

Possible to apply up to three times per child Possible to apply up to once per child

Paternity leaveUp to 5 paid holidays (100%) consecutively or separately, including theday of birth, within 6 weeks of the birth*1 -

Familycare leave Up to 365 days in total per person requiring nursing careUp to 93 days in total per personrequiring nursing care

Short-time shift

TargetEmployees who are raising children who have not yet completedelementary school*2

Employees who are raising childrenunder three years old

Others1) No limit to the number of times one can apply2) Possible to combine with the flextime system

-

Subsidiesforexpenses

Allowancefor raisingthe nextgeneration

To be provided to each eligible child* The child being taken care of by the spouse of the applicant, who works for the other company, is also eligible forthe allowance.

Welfaresystem“Teatime”

The points used for the childcare menu will be worth 1.2 to 1.5 times the usual points.

Reemployment system(return to work system)

Establish a system to reemploy employees who have no choice but to resign for the following reasons:1) Resignation in order to accompany a spouse who has been transferred (within 5 years)2) Resignation in order to provide nursing care for those requiring nursing (within 3 years)3) Resignation for childbirth, childcare, and raising children (within 3 years)

Mutual understandingprogram

This program was introduced to allow an employee to have a discussion about treatment during their leave ofabsence or their future career with his/her superior and HR personnel before taking a leave of absence or afterresuming work to reduce concerns held by the employee who takes or has taken a leave of absence from work.

*1: Until FY2011: Up to 5 days including the day of birth within 2 weeks of the birth

*2: Until FY2011: Until the child finishes grade three of elementary school

Employee Participation of Diverse Working Style Options (Toshiba Corp.(Japan))

FY2011 FY2012 FY2013

Childcare leaveMale:16Female:258

Male:12Female:296

Male:8Female:336

Paternity leave Male:399 Male:423 Male:384

Family-care leaveMale:2Female:5

Male:6Female:6

Male:6Female:10

Short-time shiftMale:7Female:398

Male:9Female:409

Male:9Female:417

∇Average length of service (Toshiba Corp.(Japan), FY2013)

Average length of service 17.7 years

Male 17.9 years

Female 16.0 years


Awarded the Diversity ManagementSelection 100 by the Ministry of Economy,Trade and Industry

Certification Label(May 2007)

Kirame-kids Yokohama Handmade signboard

Activity Example: Awarded the Diversity Management Selection 100 by the Ministry of Economy, Trade and Industry

In FY2012, the Ministry of Economy, Trade and Industry launched its new Diversity

Management Selection 100 project. Over a period of several years from FY2012, this project

selects and recognizes a total of approximately 100 companies that have achieved excellent

results in diversity management by encouraging diverse human resources to display their

abilities to realize innovation and create value. Toshiba was chosen and officially

commended as one such company in the project's first year.

Activity Example: Authorization by the Act on Advancement of Measures to Support Raising Next-Generation Children

We implemented measures in accordance with the Next Generation Education and Support Promotion Act since

April 2005 and obtained the Next Generation Support Certification Label in 2007.

With these pace-setting initiatives Toshiba won the Nikkei Kosodate (“Child-Rearing”) Award in 2007.

Our internal childcare center “Kirame-kids”

In an effort to support the work-life balance of employees, we opened an internal childcare center named “Kirame-kids Yokohama” on the

premises of one of our business sites, Yokohama Complex, in April 2011. The center, which has a large garden and abundant greenery,

provides full-time high-quality childcare in a relaxed atmosphere and hosts various age-appropriate events for children throughout the

year. In FY2013, children graduated from the nursing program for the first time since the opening of the center.

Activity Example: Male employee participating in childcare

Masaomi Nakahata

Mechanical Component Technology Research Center

Corporate Manufacturing Engineering Center

I took a three-month-long childcare leave. Since we got married, my wife, who also works as an engineer, and I

have equally shared the household chores. After I experienced living with our child alone, I realized that rearing a

child by oneself was much tougher than I had expected. It is important to balance work and childcare and to

divide household chores between husband and wife so that there is never too heavy a burden placed on one of

the two.


“Kirameki” Booklet

Consideration of Working Hours

As for systems related to work style, Toshiba Corp. has introduced flexible working systems such as the discretionary labor and flextime

systems to allow employees to work more efficiently and flexibly by carrying out their duties independently and autonomously. Approximately

95% of the employees in the Sales, Development & Engineering Design, and Corporate Staff divisions are utilizing the flextime system. In

addition, we aim to increase work efficiency by cultivating a corporate culture that emphasizes self-motivation and creativity through lending

smart phones and PCs for home use.

“Family Day” initiatives and days set to leave the office at normal quitting time

In order to accelerate WSI and create time for employees to spend with their families, Toshiba Group is implementing various initiatives,

such as ensuring that all employees leave work at the official quitting time at least two days during Japan's “Family Week” in November.

During others months also, particular days are fixed for each operation site to encourage employees to leave the office at normal quitting

time during such days.

Long Leave System

In order to encourage employees to take leaves for clear and meaningful objectives, Toshiba has introduced a long leave system so that each

employee can avail of a maximum of 20-day accumulated leaves for self-development, social contribution activities, nursing, and treatment of

non-occupational injuries and diseases and conditions, including infertility.

Benefits

Toshiba Corporate Pension Plan

In addition to old-age pension plans by government-managed welfare pension insurance, Toshiba has a corporate pension plan for increased

benefits.

Teatime, a selective welfare system

Toshiba offers a selective welfare system called “Teatime” under which employees can make choices according to their needs from a wide

range of welfare benefits and can receive subsidies from the company for such choices.

Education and Training on Nurturing Diversity

Listed below are some of Toshiba's activities to enhance employees' awareness of the importance of nurturing diversity and inclusion, while

promoting WSI.

“Kirameki Forum” (from FY2005)

Toshiba Group has positioned the promotion of diversity and WSI as one of its management strategies. The president has, in his start-of-term

addresses to employees and at “Kirameki Forum” for employees (which also features experts from outside the company), spoken directly on the

importance of diversity once every year.

“Kirameki” Booklet (from FY2004 to 2006)

Internal PR magazines focusing on the importance of a healthy work-life balance were distributed to all

employees. (Approximately 80,000 copies of the nine issues of the magazine were distributed, including to

employees at group companies in Japan)

Distribution of Work-Style Innovation Handbook (FY2007-FY2008)

Since FY2007, we have established a training program to help employees acquire the skills to work more efficiently according to priorities. In

FY2008, we distributed to all our employees in Japan copies of the work-style innovation handbook (approximately 100,000 copies) that

summarizes the management know-how for working efficiently and the concept of WSI, also providing examples of the various WSI initiatives at

business sites.


Kirameki Times

“Kirameki Times” Newsletter (from FY2007 onward)

As part of our awareness-raising activities regarding diversity and WSI, we issue a quarterly internal

newsletter called the “Kirameki Times.” This Japanese-English bilingual newsletter carries messages

including from the president and other executive officers, offering examples of the implementation of WSI.

(Approximately 120,000 copies distributed, including to employees at Group companies in Japan)

Handbook on support of work-life balance (from FY2006)

A brochure on systems designed to support the achievement of a healthy work-life balance and communication concerning maternity, childcare,

etc. at workplace was distributed to all employees. (Approximately 80,000 copies distributed, including to employees at Group companies in

Japan)

Handbook on systems to support child-rearing (from FY2008 onward)

An easy-to-understand brochure on systems designed to support working mothers and fathers from pregnancy through to their return to work,

including necessary procedures, was distributed to employees concerned.

Handbook on plans to support nursing care (from FY2010 onward)

A handbook that provides information on the various plans supporting family/nursing care so as to help balance work and family care.

Workplace Meetings on WSI (from FY2012)

CSR workplace meetings held for all Toshiba Group employees throughout the organization took up WSI (Work-Style Innovation) as their

subject with the aim of spreading the concept and educating employees about efficient ways of working.

Nursing care seminar (from FY2013)

Due to changes in family compositions and the increase in two-income households, we expect an increasing percentage of employees to

provide nursing care to family members while working for the company. In FY2012, Toshiba conducted a fact-finding survey on nursing care,

which revealed a strong need for information on nursing care among employees. Therefore, in FY2013, we held a nursing care seminar at the

head office in Tokyo and also distributed a video of the nursing seminar on our in-house website for employees who were unable to attend the

seminar.


CSR Performance: Labor PracticesOccupational Health and Safety


Number of Toshiba Group companies that have acquired OHSAS 18001 certification: 101

Frequency of work-related accidents at Toshiba and its Group companies in Japan (frequency of accidents per million work hoursresulting in death or injuries that require one or more days off work): 0.20

Policy

In line with the “Commitment to People” Basic Commitment of the Toshiba Group, we promote CSR management through business activities

that place the top priority to human life, safety and legal compliance. Toshiba Group is making concerted efforts to create a safe and

comfortable working environment and promote mental and physical health so that all Toshiba Group employees will be able to develop their

potential to the fullest extent.

The Toshiba Group Occupational Health and Safety Management Policy has established in April 2004 based on the declaration of commitment

to occupational health and safety made by top executives to enable all employees to share the commitment.

The Toshiba Group Occupational Health and Safety Management Policy

Toshiba Corporation is a global enterprise active in businesses centering on electronics and energy. We conduct all activities in

accordance with the Basic Commitment of the Toshiba Group and our corporate philosophy, "Committed to People, Committed to the

Future," and accord full respect to the culture and customs of the societies in which we operate. In our business conduct, we place the

highest priority on human life, safety and legal compliance, and we make concerted efforts throughout our operations to create safe and

healthful workplace environments.

1. We position health and safety as one of the most important issues for management, and strive to prevent occupational injury anddisease in the workplace and achieve continual improvement in occupational health and safety management.

2. We comply with legally mandated requirements and also with other requirements to which Toshiba Group voluntarily subscribes thatrelate to our occupational health and safety hazards.

3. We set objectives and targets and act decisively to achieve the:(1) Eradication of occupational accidents and disease in the workplace, and the mitigation of risks that may cause such accidents anddisease;(2) Maintenance and promotion of physical and mental health in order to enable all employees to bring their individual capabilities intofull play

4. We expect our suppliers and subcontractors to accord appropriate importance to occupational health and safety, and provide themwith support in doing so, in order to ensure the safety and health of everyone involved in Toshiba Group's business.

5. We proactively disclose our commitment to occupational health and safety and the results we achieve, in order to contribute tosociety's enhancement of health and safety management standards.

The Toshiba Group Occupational Health and Safety Management Policy (Japanese)(PDF:450KB)

The Toshiba Group Occupational Health and Safety Management Policy (English)(PDF:393KB)

The Toshiba Group Occupational Health and Safety Management Policy (Chinese)(PDF:509KB)

Promotion Framework

The chart below shows the framework for the management of health and safety issues across the Toshiba Group. Under the central guidance of

the Human Resources and Administration Division, OH&S activities fall within the management jurisdiction of each of the in-house companies

and major Group companies and are developed at the level of operational sites (or individual Group companies). Statutory activities at each site

(or Group company) include the appointment of dedicated OH&S staff and the establishment of an OH&S committee. Many sites and Group

companies go beyond this to set up specialist or workplace committees, among other autonomous OH&S activities.

We also hold Central OH&S Committee meetings to discuss issues and exchange views with the labor union and to improve the level of

occupational health and safety management from the perspective of employees.




http://www.toshiba.co.jp/csr/en/performance/labor/pdf/japanese.pdf

http://www.toshiba.co.jp/csr/en/performance/labor/pdf/english.pdf

http://www.toshiba.co.jp/csr/en/performance/labor/pdf/chinese.pdf

Toshibumi Gamo

Toshiba Group OH&S Management Structure (as of April 2014)

External Recognition of OH&S Activities

Various commendations have been received for the excellent OH&S performance of various companies of Toshiba Group. Toshiba has also

garnered praise for various activities presented at OH&S-related conventions and conferences.

External Recognition of OH&S Activities

Raising Awareness and Education for Ensuring Employee Health and Safety

Toshiba's OH&S activities go all the way back to 1914 when Toshibumi Gamo, who dedicated himself to promoting

industrial safety in Japan, started safety movement at Toshiba's predecessor, Tokyo Electric. Toshiba Group has

inherited this DNA, and at present, a wide range of OH&S activities are being carried out, as a top priority concern for the

management. Thanks to the efforts made over the years, Toshiba Group’s domestic occupational accident incidence

(accident frequency rate) has remained below the average for the manufacturing industry in Japan.

President's Messages to All Employees for National Occupational Health and Safety Weeks

Every year, during National Safety Week in July and Occupational Health Week in October, Toshiba’s President sends

all employees a message relating his unshakable determination to ensure occupational health and safety. At all business

sites and in all Group companies, the top management sends a similar message to all their employees. In addition, these sites and companies

carry out their own OH&S initiatives.

Toshiba Group Health and Safety Congress (Included in the CSR Conference since FY2008)

First held in 1975, Toshiba Group Health and Safety Congress is held every December. Participants include management from Toshiba and

Group companies, labor union representatives, and people in charge of OH&S activities. The President's Award is conferred to companies and

operation sites for excellent OH&S-related activities that set an example for others, as well as to small-group activity program and improvement

proposals. In order to raise the level of OH&S activities and generating greater awareness about health and safety management, the

commended OH&S activities were shared in the Congress to learn from their experiences.

Since FY2008, the Congress has been integrated into the CSR Conference and put a broader perspective, and thus recognizes OH&S efforts of


http://www.toshiba.co.jp/csr/en/performance/labor/safety02.htm

OHSAS18001 Certificate of Registration

overseas Group companies.

Occurrence of Work-related Accidents

Based on our “Commitment to People,” the basic commitment of the Toshiba Group, we have been striving to ensure the health and safety of

our employees.

Currently, the frequency of work-related accidents of the Toshiba Group in Japan is much lower than the national average for the manufacturing

industry. We will continue to implement further measures to prevent work-related accidents.

In particular, we will place priority on the reduction of hazardous risks that could lead to serious injuries and diseases and conduct a risk

assessment of all workplaces and tasks. Based on the results of this risk assessment, we will systematically take necessary measures such as

risk identification, review of work methods to eliminate risks, improvement of equipment to reduce and control risks, and exhaustive employee

training.

Frequency of occupational accidents leading to absence at Toshiba Group

Group-Wide Efforts to Obtain Occupational Health and Safety Management System Certification

In FY2007, the Toshiba Group introduced OHSAS 18001, an international certification standard for its

occupational health and safety management system, to ensure global integration of the health and

safety management activities of the Group. The implementation of this management system enables us

to identify health and safety issues and make continuous improvements according to priority order

based on the degree of risks involved.

Since even before the introduction of this system, Toshiba Group has been striving to improve safety

management through steady efforts of its organizations and individual employees in their daily activities.

Among such efforts, small workplace groups undertake a variety of activities on an ongoing basis. These

activities include workplace improvement programs, education and training for increasing risk sensitivity

and activities to check whether appropriate practices are being carried out. By combining safety

management based on employee networks with the OHSAS 18001-based management system,

Toshiba Group will implement its global safety management.

Note:

OHSAS: Occupational Health and Safety Assessment Series


Manufacturing Consolidated Subsidiaries with OHSAS18001 Certification (As of the end of March 2014)

Ensuring Health Management

Toshiba Group strives to raise employees’ awareness of the importance of health and takes various measures to maintain their physical and

mental health. With a view to promoting standardization and greater efficiency of medical checkups and follow up measures, we introduced a

system that centrally manages the results of medical checkups and medical interviews for the purpose of using the data to implement effective

measures such as the provision of health guidance and education. In addition to health education provided at each business site, we provide

various services designed to help each employee improve their quality of life. These services include the provision of physical as well as mental

health counseling by telephone as well as in person. These health-related services have been provided in cooperation with the Toshiba Health

Insurance Association.

Also, to enhance health management for employees assigned to work overseas, we have established a special division for them and their

families to implement a range of measures such as organizing hospitals and the local ambulance service in the event of an emergency and offer

overseas medical service visits whereby an industrial health specialist periodically visits and consults with these employees.

Periodic Medical Checkup System

In 1997, Toshiba developed a company-wide integrated system to support periodic medical checkups for all employees in order to standardize

medical checkups and remedial measures as well as to improve the efficiency of related administrative procedures. The system was upgraded

in 2004 so as to link to HR-related database and to provide intranet access to data. At present, the system is being used throughout the Group.

Employees can access the system over the intranet in order to complete questionnaires, change scheduled times for checkups or follow-up

interviews or view the results of checkups. Industrial physicians and healthcare staff can have access to medical checkup data, as necessary,

for use in formulating health management programs.

To facilitate swift and effective remedial action if required, medical test results and responses are compiled, on a priority basis, to draw health

checkup report charts or graphical illustrations presenting five risk areas such as diet, alcohol, smoking, exercise and mental heath. These

charts or graphs are designed such that they are readily understood by employees.

Interview Guidance for Employees Working Excessive Overtime

Long working hours or excessive amounts of work can be detrimental to health, leading to cerebrovascular and cardiovascular diseases.

Toshiba Group employees working for more than 80 hours of overtime per month are required to go through an interview guidance with an

industrial physician. This is in line with the revised OH&S legislation that came into force in Japan in April 2006, which entitles any employee

working over 100 hours of overtime per month the right to request a medical check. In compliance with this law, Toshiba has instituted clear

safety standards and initiated measures to prevent any work-related damage to the health of employees.


Overseas medical service visit to ToshibaHome Appliances Manufacturing (Nanhai)Co., Ltd.

Overseas Medical Service Visits

Employees assigned to work overseas have to cope with drastic lifestyle changes. In order to

ensure sound health of these employees as well as their accompanying families, Toshiba assigns

medical doctors to those parts of the world with inadequate medical care to provide healthcare

services and consultations. These industrial health specialists have been assigned to countries and

regions around the world, including Mexico, China, Taiwan, UAE, India, Indonesia and some parts

of Europe. In addition, based on the results of medical checkups, we have initiated medical service

visits to regions with many employees suffering from ailments in order to enhance support for health

management.

Mental Health

Toshiba was one of the first Japanese companies to address the issue of employees' mental health by developing an advanced, comprehensive

system of care covering employees' work and daily life. In the future, we will enhance our programs based on the population approach (primary

prevention). At the same time, we aim to improve the workplace environment so that employees will be able to acquire skills to effectively deal

with their stress and think about how to find fulfillment in their lives and work.

On-site Health-related Consultation System

Industrial physicians and occupational health nurses at Toshiba respond to onsite health-related inquiries and coordinate with sites,

households and medical institutions as required. They also respond to inquiries from workplaces as well as from individuals.

Helpline for Mental and Physical Health

Toshiba offers an Employee Assistance Program (EAP) in conjunction with its in-house health insurance association to provide counseling

for both mental and physical health issues by external specialists. The program ensures privacy of the individuals seeking help. Employee

family members can also avail of the helpline.

Self-care

Mental health awareness and educational activities are conducted through a special magazine “Kenpo information”

published by Toshiba’s health insurance association, and via the company website. A self-care pamphlet is

covering topics on mental health related to “workplace,” “female health,” “families,” “children” and “elderly people.”

Employee Education

Toshiba was among the first companies in Japan to conduct training of “listeners” for managerial ranks, which it

started in 1977. At present, each site of Toshiba offers health-related self-care education programs to employees

as well as courses for managers. An in-house training center provides optional management seminars on mental health-related topics.

In FY2012, Toshiba strove to improve employees’ healthcare knowledge and skills by introducing self-care e-learning programs to all

Group companies.

Convalescence Support Program

In 2003, Toshiba was the first company in Japan to introduce a convalescence support program to facilitate employees to gradually

resume full-time work following a lengthy absence from work due to mental health problems, and reviewed the program in 2011. Industrial

physicians and occupational health nurses coordinate with the employee's doctor, workplace members and family to devise proposals for

appropriate working hours, place and time.

Promoting communication in the workplace

Employees are encouraged to pay attention to their co-workers and talk to them in order to detect any unusual signs that imply poor

health. This practice has become the norm in the workplace.

In order to raise health and safety awareness at each workplace, we have been promoting communication by holding periodic informal

CSR workplace meetings.

Mental health survey

Since FY2011, we have been conducting a mental health survey as a part of our effort to protect employees’ mental health in order to

promote stress management for individual employees and workplaces.


Measures to Prevent Brain and Heart Diseases and to Improve Health

Since FY2011, Toshiba Group has analyzed the results of regular health examinations according to a classification of jobs shared across all

Group companies. Based on the results of this analysis, the Group provides employees at high risk of developing brain and heart diseases with

priority support, such as work management and health guidance.

Activity Example: Healthy Lifestyle Support Website "Karatto"

Toshiba Group hosts a website designed to support healthy lifestyles and daily health management by using the Internet and mobile

terminals. The website "Karatto" provides tips on developing healthier lifestyle and management of health on daily basis for employees

and their families.

“Karatto”(Japanese)

Infectious Disease Countermeasures

Based on information released by the Ministry of Foreign Affairs concerning outbreaks of infectious diseases in foreign countries and their

transmission, the Legal Affairs Division compiles the latest information on the matter and distributes it to the subsidiaries in the affected

countries via the related divisions of supervisory in-house companies and major group companies in order to alert the employees on such risks.

Countermeasures for Influenza

With regard to the global outbreak of influenza A virus subtype H1N1 in April 2009, Toshiba Group adopted a uniform measure for the Group as

a whole. The Group specifically initiated measures such as 1) safety measures at each business site (washing hands properly, gargling, strict

monitoring at the entrance gate, etc.) and 2) appropriate measures based on the warnings issued by WHO and the government, such as

restrictions on foreign visits.

Keeping in view of the possibilities of the influenza strain (H1N1) of developing into more deadly form or the more deadly avian flu (H5N1)

developing into H1N1, Toshiba Group will continue to update its measures to ensure employee health and safety, such as formulating guidelines

at each stage of outbreak.

Toshiba Group Business Continuity Plan provides explicit guidelines on the priority businesses and the continuity of activities based on the

nature of the business for each business domain, in the event of large-scale absenteeism owing to the outbreak of the influenza strain (H1N1).

Raising Awareness on Infectious Diseases

Toshiba organizes provides orientation to family members accompanying employees assigned overseas, on medical, safety and other lifestyle-

related issues pertaining to the relevant country. Once the overseas assignment is confirmed, an orientation is held, including prior medical

checkups and courses of vaccination.

New recruits in Japan are provided with booklets also containing information about HIV AIDS. Other awareness-raising programs also cover

topics such as the prevention of HIV infection and the prohibition of unfair discrimination due to insufficient knowledge about the disease.


http://carat.toshiba-kenpo.or.jp/

Environmental Policy

Toshiba Group's Basic Policy for the Environment

Based on the recognition that it is our responsibility to maintain the health of the global environment as an

irreplaceable asset for future generations, Toshiba contributes to the development of a sustainable society by

promoting environmental activities designed to realize a world that is low carbon, recycling based and environmentally

harmonious.

Promoting environmental management

Toshiba considers environmental stewardship to be one of management's primary responsibilities and promotes

environmental activities in harmony with economic activities.

Toshiba assesses the impacts of its business activities, products and services on the environment, including with

regard to biodiversity, and specifies objectives and targets with respect to the reduction of environmental impacts and

prevention of pollution.

Toshiba strives to continuously improve environmental management through internal audits and reviews of activities.

Toshiba complies with all laws and regulations, industry guidelines it has endorsed, and its own standards

concerning the environment.

Toshiba strives to enhance the awareness of all its employees with respect to the environment and requires that

they make a practical contribution to the environment through their work.

Toshiba operates globally, and accordingly, promotes environmental activities throughout Toshiba Group.

Providing environmentally conscious products and services and reducing their environmental impact through

business activities

Toshiba recognizes that natural resources are finite and implements vigorous environmental measures to promote their

effective and practical use in terms of both products and business processes.

Toshiba develops and provides environmentally conscious products and services which contribute to the reduction

of environmental impacts throughout their life cycles.

Toshiba strives to reduce the environmental impacts of all business processes, encompassing design, manufacturing,

logistics, sale, and disposal, with a particular focus on the prevention of global warming, efficient utilization of resources

and control of chemical substances.

As a corporate citizen of planet Earth

Toshiba contributes to society through its environmental activities, which include the development and provision of

excellent, environmentally conscious technologies and products and cooperation with society at large and with local

communities.

Toshiba is committed to maximizing disclosure and transparency in communication with stakeholders and society

at large in order to facilitate mutual understanding.

Revised June 1, 2010

We report “Environment” on Toshiba’s webpage on Environment.

Environment Report is planned to be published in September 2014.

CSR Performance

Environmental Management


CSR Performance: Fair Operating PracticesRisk Management and Compliance


Placed managers of legal affairs in major overseas regions as a measure to enhance global compliance

Policy

At Toshiba, throughout our worldwide operations, we strive to ensure compliance with laws and regulations, social and ethical norms, and

internal rules. Giving top priority to human life and safety and to compliance in everything we do underpins our commitment to promoting

business activities through fair competition and serving the interests of customers to the best of our ability.

We consider thorough adherence to the Toshiba Group Standards of Conduct (SOC), which embody the Basic Commitment of Toshiba Group,

to be the foundation of our compliance. Thus we are working toward making the SOC an integral part of the entire Toshiba Group.

Management Structure

In order to ensure thorough risk compliance management at Toshiba, a board member is assigned the responsibility of overseeing risk

compliance.

If a serious noncompliance incident occurs, we swiftly consider how to deal with it and take the necessary action in the risk compliance system.

As part of reorganization of corporate staff divisions, we set up a Risk Management Division in October 2013. Accordingly, to enhance the

effectiveness of risk management, the Technology & Production Compliance Committee, Sales Compliance Committee, and Information

Security Committee that had been separately operated were consolidated into the Risk Compliance Committee.

Furthermore, we endeavor to reinforce risk compliance management by closely examining ways to prevent SOC violations and the recurrence of

similar incidences through cooperation among the relevant divisions.

Management Structure

*1 The Risk Compliance Committee manages matters related to the Toshiba Group Standards of Conduct and matters related to risk

management (including matters required for the prevention of significant crisis risk, compliance related to technology, production, and sales

activities, and thorough implementation of information security).

*2 CPL is an abbreviation combining CL (contractual liability) and PL (product liability)

*3 The In-house Company Technology & Production Compliance Committee can be integrated with other committees such as the Company


http://www.toshiba.co.jp/csr/en/performance/fair_practices/compliance.htm#com_10


http://www.toshiba.co.jp/worldwide/about/commitment.html

Booklets on Toshiba Group Standards ofConduct in various languages

Trainer education for subsidiaries in Asiancountries

Risk Compliance Committee.

Education

Toshiba Group has drawn up the Toshiba Group Standards of Conduct (SOC) in 16 languages and

distributed copies to overseas subsidiaries for compliance training.

With a view to ensuring compliance with the SOC, Toshiba Group provides various education

programs such as education based on the needs of different organizational levels and job functions

including new employees, as well as seminars on compliance topics for top executives. We also

provide e-learning for all employees on a continual basis.

In FY2013, we provided e-learning programs on bribery, illegal transactions, improper payments,

and other topics in order to ensure thorough group-wide compliance with laws and regulations.

For overseas subsidiaries, we have 1) developed e-learning materials on competition laws and

bribery for local subsidiaries in Europe, 2) provided education on anti-trust laws and bribery using

other companies’ examples and explained key points of risk management for local subsidiaries in

China, and 3) provided compliance education for local subsidiaries in Asia.

Activity Example: Developing various measures to promote rigorous compliance

In light of global regulatory trends, Toshiba has been making rigorous efforts to prevent cartelization

and bribery. In FY2013, the Company continued to step up its initiatives to ensure thorough

compliance.

Specifically, the initiatives involve Toshiba Group companies worldwide performing self-audits

based on two Toshiba- developed guidelines: one on antitrust and the other on anti-bribery.

Through these audits, Toshiba Group aims to identify compliance levels at the companies

concerned and to provide thorough compliance education.

Furthermore, in addition to other activities currently underway, among our efforts to enhance our

global compliance structure, we have placed managers of legal affairs in major global regions since

October 2013 to enhance compliance and support subsidiaries in such regions. This has been done

in order to appropriately control legal risks associated with relevant anti-trust laws, bribery, and the like and ensure thorough compliance in

global business, which has been expanding mainly in emerging countries.

Toshiba promotes rigorous compliance with business-related laws and regulations by providing education, effectively utilizing databases that

contain relevant information, and performing periodic self-audits.

In addition, Toshiba’s compliance initiatives are objectively evaluated by outside lawyers once a year. We make improvements to reduce risks

pointed out by third parties in order to continue to enhance our compliance structure.

Response to Compliance Violations

In the event of a major noncompliance incident, Toshiba investigates all facts to identify the cause of the violation, treats the facts seriously, and

handles such violations rigorously by imposing appropriate disciplinary sanctions on the offenders or implementing other such measures. It

makes every effort to prevent recurrence and discloses information in a proper and timely manner as necessary.

In FY2013, Toshiba Group designated “Corporate Social Responsibility (CSR)” as a subject for its CSR workplace meetings. Thus, the Group

continues to make efforts to promote its CSR management to contribute to the resolution of global social problems through its business activities

by giving the top priority to human life, safety, and legal compliance on a Group-wide basis.

Whistleblower System

In January 2000, Toshiba established a whistleblower system to collect internal information on SOC violations, particularly those concerning

laws and regulations, and to deal with wrongdoing through a self-rectification system. Under this system, an employee can report an incident

and seek advice. In April 2006, Toshiba also set up a supplier whistleblower system to receive reports from suppliers and business partners to

prevent SOC violations by employees in charge of procurement and order placements for construction and other works.

By putting in place systems to receive reports from inside and outside the company, Toshiba anticipates that the system will play a role in

deterring SOC violations in addition to self-rectification. Toshiba Group companies have also introduced a similar whistleblower system.


Toshiba’s Whistleblower System

Operational Status of the "Risk Hotline" in FY2013

The numbers of reports received and consultations undertaken by the "Risk Hotline" in FY2013 are as follows.

Number of calls received by the "Risk Hotline" (FY2013)

Number of reports received (within parentheses:anonymous reports)

Reports received by internalsecretariat

57 reports (32 reports)

Reports received by attorney’soffice

4 reports (3 reports)

Total 61 reports (35 reports)

Response Status

Of the reports received, those reporting inappropriate situations or concerns about inappropriate situations were reported to the relevant division

so that instructions for improvement could be provided or alerts could be issued.

In cases involving consultations and questions about duties of the informants themselves, we gave advice on how to deal with the situation.

For reports other than the anonymous reports described above, we explained the status of our responses to the informants, in principle.

Except in cases in which consent has been obtained from employee, confidential adviser (at the internal secretariat or attorney’s office) never

disclose the names or contact addresses of the informants.

Compliance Situation Inspection and Audit

The Legal Affairs Division periodically communicates with the Corporate Audit Division in order to confirm the state of implementation with

respect to the various compliance measures. Based on the actual state of implementation, steps are taken to enhance the effectiveness of

management audits and the audit results are reflected in compliance measures.

Every year Toshiba conducts an intranet-based employee survey on the Toshiba Group Standards of Conduct(SOC). The results are used in

formulating measures for enhancing awareness on compliance.

Developing measures to continue breaking relationships with anti-social groups

In 1997, the Board of Directors resolved to end relations with anti-social forces such as sokaiya (groups of racketeers). In 2006, Toshiba Group

revised its Standards of Conduct to state expressly that it refuses all involvement in the business activities of such forces. Since then, the Group

has strictly dealt with approaches from third parties to obstruct our lawful and appropriate corporate activities.

In addition, in order to further ensure that all relations with anti-social forces, including business transactions, are cut off, all Toshiba Group

companies have taken various measures, such as reviewing their contract clauses on the exclusion of dealings with crime syndicates, holding

seminars with lecturers invited from outside the Group, and educating all employees about the need for compliance in this area. Toshiba Group

also works with the police, corporate attorneys, and third-party organizations such as the National Center for the Elimination of Boryokudan to

establish systems that enable us to respond to approaches from anti-social forces in an appropriate and timely manner.


Meeting at which participants activelyexchange opinions

Activity Example: Fostering a compliance-oriented culture through workplace meetingsToshiba Group places the highest priority on “life, safety, and compliance” as part of its CSR

management. Each workplace holds meetings focusing on CSR to raise the awareness of

each and every employee with regard to compliance matters so as to make compliance an

integral part of the corporate culture.

These meetings aim to prevent SOC violations by encouraging managers and employees to

discuss various problems that are likely to arise in the workplace and to share their thoughts

with each other in order to create a work environment where they can easily seek advice on

all kinds of problems.

In FY2013, meetings were held on topics concerning compliance related to “Corporate

Social Responsibility (CSR)” as well as other topics, such as “Proper use of Social Media”.

In addition, having created a database to compile information about the implementation status of the meetings as well as by soliciting the

frank opinions of employees via their workplace managers, we are now able to monitor the level of compliance awareness at each

workplace and to develop new measures in the future.

Political Contributions

The Toshiba Group Standards of Conduct stipulates that Toshiba Group shall not provide inappropriate benefits or favors to any politician or

political organization.

In the case of offering political contribution, procedures in accordance with internal rules are followed as well as compliance with the Political

Funds Control Law in case of Japan is strictly ensured.

Toshiba Group Standards of Conduct Chapter 3 18.Political Contributions

Business Continuity Plan (BCP)

Failure to respond appropriately to large-scale disasters such as earthquakes, typhoons, and floods could result in the long-term closure of

operations, triggering significant financial losses, ultimately affecting our stakeholders.

Toshiba implements measures to ensure the safety of employees and their families, support recovery of devastated areas, and maintain

business sites and factories. In addition, Toshiba continually updates its Business Continuity Plan (BCP) covering those businesses that have

large social and economic impacts in order to minimize any interruption in the supply of goods and services in the event of natural or other

disasters such as an influenza pandemic.

Following the Great East Japan Earthquake, Toshiba Group reviewed the damage expected under our BCP, which we had worked out on a

nationwide scale starting in 2007. Based on the revised assumptions, the Group is confirming ways to ensure the safety of all employees at

each business site and taking measures to ensure business continuity.

Developing measures to provide a stable supply of parts based on BCP procurement guidelines

In response to the Great East Japan Earthquake and the floods in Thailand, both of which occurred in 2011, Toshiba’s procurement division is

aiming to establish a more disaster-resistant procurement system.

In order to respond to the risk of supply chain disruption in the event of an emergency, the division included “ensuring continuous supply when

an unforeseen disaster occurs” in its procurement policy and has asked suppliers for their cooperation. In addition, the division is working on risk

assessment and risk hedging daily in accordance with the BCP Procurement Guidelines. It also considers procurement from diverse suppliers

and from wider geographical areas to be one of its most important measures and aims to minimize the risk of supply chain disruptions and to

reduce the amount of time required for resolving supply chain disruptions. In 2012, the procurement division built a system for managing

information on upstream suppliers in the supply chain. Global implementation of this system has reinforced the Group’s ability to respond to

emergencies.

In addition to these initiatives, the division works with related divisions to cope with other risks such as unavailability of products containing rare

earths and power shortages caused by the suspension of operation of nuclear power stations.

Support for Customers’ Business Continuity

In July 2012, Toshiba Community Solutions Company and Toshiba Solutions Corp. built the Tokyo No.2 Data Center. It features the latest

seismic base-isolating systems, and is located in the least earthquake-prone area of Tokyo. In January 2013, it opened the Sapporo Data

Center, which will be used as a remote backup facility. In order to support customers' business continuity, the company will provide safe and

secure cloud computing services via technologies allowing for no-fuel-supply datacenter operation and disaster recovery among others.

In February 2014, Toshiba Personal & Client Solution Company commoditized technology for detecting hard disk drive failures in advance,

started offering solution. Collecting and accumulating data obtained from notebook PCs on the number of HDD read errors and the length of

operating time as well as data from failed HDDs and analysis of large amounts of data thus obtained has enabled the company to detect failure

risk in advance, contact the administrator. This technology allows backups of HDD data before the HDD fails, preventing important data from

being lost at the customers and thereby contributing to ensuring business continuity.



CSR Performance: Fair Operating PracticesFair Competition and Trading Practices

Supply Chain

Fair Trading Policy

Toshiba strives to build sound partnerships with suppliers through fair trading in compliance with procurement-related laws and regulations.

Suppliers play a pivotal role in Toshiba Group's ability to provide quality products to its customers. To enable the suppliers to thoroughly

understand Toshiba Group's procurement policy and secure their cooperation in promotion of CSR, we prepared a document outlining Toshiba

Group's CSR stance in procurement in light of the Toshiba Group Procurement Policy and distributed it to all suppliers worldwide in February

2005.

In May 2008, we revised the Toshiba Group Procurement Policy, specified considerations regarding human rights and occupational health and

safety in the Supplier Expectations, and requested suppliers to apply the Procurement Policy to their procurement activities.

In May 2012, we also revised the Toshiba Group Procurement Policy to accord priority to suppliers that comply with laws and regulations as well

as social norms when beginning new transactions or continuing existing ones. In addition, in reference to the UK Bribery Act, we added the

prohibition of bribery to all interested parties as a requirement for suppliers and made an announcement to that effect to all suppliers in Japan

and overseas.


Toshiba Group Standards of Conduct Chapter 1 4. Procurement

Framework for Fair Trading Practices

Toshiba strives to build sound partnerships with suppliers through fair trading in compliance with procurement-related laws and regulations.

A dedicated CSR organization established in April 2007 within the Procurement Division is working to ensure fulfillment of CSR in Toshiba

Group's procurement and on the part of suppliers.

It is essential to ensure that procurement complies with applicable laws and regulations worldwide. Toshiba Group has established a system for

ensuring compliance concerning procurement, which is connected with the Toshiba Group Procurement Division.

Information related to compliance concerning procurement is thoroughly informed to Group-wide companies through this system.

Moreover, measures are thoroughly informed by means of Procurement Compliance Liaison Meetings, organized by the Procurement Division

and attended by Compliance Managers and Compliance Coordinators

Toshiba Group CSR Procurement Promotion Structure




“Clean Partner Line”, whistleblower system for suppliers and business partners

We have established a whistleblower system for business partners called Clean Partner Line. We notify our business partners of this system

and request that they make use of it to report any issues regarding noncompliance and unfair trading practices that involve Toshiba Group

employees to enable such concerns to be promptly resolved.

Checks and Audits of Fair Trading Practices (Thorough Compliance with the Act against Delay in Payment ofSubcontract Proceeds, Etc. to Subcontractors)

In Japan, we continued with audits against the Act for the applicable Group companies with regard to subcontracted transactions.

Regarding items requiring improvement as identified by the audits, follow-up is conducted in accordance with improvement plans to ensure

thorough compliance.

Training to Ensure Fair Trading Practices

At Toshiba Group, various training programs on compliance in procurement are provided to ensure fair trading practices. For example, in

FY2007, we conducted e-learning for employees of Group companies in Japan on relevant acts, such as the Act against Delay in Payment of

Subcontract Proceeds, Etc. to Subcontractors.

In FY2013, a total of 58,783 employees participated in the e-learning program on the Subcontract Act (participation rate: 99.6%).

We also provide compliance education for employees engaged in procurement at various phases of their careers. Furthermore, we foster

auditors specialized in the Act to ensure fair transactions with subcontractors. In addition, Group companies in Japan conducts periodic training

on the Subcontractor Act for employees engaged in procurement.

Cooperation with Suppliers

Toshiba Group establishes fruitful partnerships with suppliers based on mutual trust.

Suppliers are expected to ensure stable supply of environmentally conscious, excellent goods and services at appropriate prices. In addition, the

activities listed below are vigorously promoted to strengthen “win-win” relationships advantageous to both Toshiba Group and suppliers.

1. Collaborative development of strategic components, utilizing suppliers' unique technologies

2. Collaborative projects for enhancement of the quality of goods and services and reduction of manufacturing costs, utilizing Toshiba Group's

technological capabilities

3. Reduction of procurement costs of suppliers in collaboration with Toshiba Groups procurement operations

Free and Fair Competition in Accordance with Prevailing Regulations

Toshiba Group strives to ensure that its business activities are carried out in accordance with not only prevailing laws and regulations but also

sound business customs and social norms. We provide guidelines on compliance with antitrust laws and other regulations and conduct business

through free and fair competition based on these guidelines. We regard information as important assets and use appropriate methods to

manage confidential and personal information concerning third parties obtained through our business activities.


Supplier audit in the Philippines

CSR Performance: Fair Operating PracticesCSR Management in the Supply Chain


Conducted a survey on the use of conflict minerals for some 2,800 Toshiba Group suppliers that could have been using “3TG”conflict minerals.

Policy

In order to enable customers to use Toshiba products safely as well as to fulfill CSR in regards to

human rights, labor, and the environment in cooperation with suppliers, Toshiba Group continues to

ensure that its suppliers are also committed to improving working conditions and reducing their

environmental impact.

We also believe that in addition to proper management of working hours and wages, ensuring

improved communication between workers and managers, as well as paying attention to

occupational health and safety and to the environment in areas around factories will boost

employee morale and contribute to improved work efficiency.

Accordingly, Toshiba Group will continue to share its management know-how acquired through

experience with suppliers worldwide, particularly those in emerging economies.

In addition to issues regarding the use of conflict-free minerals, there are increasingly diversified concerns about CSR among stakeholders,

including laws on human trafficking and slavery, such as the California Transparency Act and the UK Bribery Act, and environmental issues.

With a view to resolving these issues, Toshiba Group will focus its efforts on programs for CSR in the supply chain.

Thorough Implementation of Procurement Policy

Toshiba Group Procurement Policy was established in February 2005, which outlines Toshiba Group's procurement policy and CSR-related

requirements. Toshiba Group requests suppliers to consider human rights, labor, occupational health and safety in their operations as well as

environmental issues such as green procurement. In 2012, we added two items: respect for human rights and support for the use of conflict-free

minerals to the supplier requirements, and requested some 10,000 suppliers to comply with this policy.

We explain and request to comply with the Toshiba Group Procurement Policy from all new suppliers.


CSR Guidebook Published

To guide our suppliers to incorporate CSR into their operations, we developed the Toshiba Group Supply Chain CSR Deployment Guidebook*

to introduce the view point of management policies on health and safety and the environment in four languages - Japanese, English, Chinese

and Thai.

* The Guidebook complies with the Supply-Chain CSR Deployment Guidebook published by Japan Electronics and Information Technology Industries

Association (JEITA)

TOSHIBA Group Supply-Chain CSR Deployment Guidebook (Japanese) (PDF:418KB)

TOSHIBA Group Supply-Chain CSR Deployment Guidebook (English) (PDF:149KB)

TOSHIBA Group Supply-Chain CSR Deployment Guidebook (Chinese) (PDF:260KB)

TOSHIBA Group Supply-Chain CSR Deployment Guidebook (Thai) (PDF:219KB)

Procurement Policy: Checks and Audits on Compliance

Toshiba Group monitors the status of CSR management of its ongoing suppliers at manufacturing sites at the time of quality audits and request

improvements and provides guidance as necessary. For new procurement transactions, we confirm conformity with Toshiba Group's

procurement and selection policies not only with respect to the goods and services procured, but also suppliers' manufacturing sites, its

management structure and their business conditions.





http://www.toshiba.co.jp/csr/en/performance/fair_practices/pdf/Toshiba_sc_csr_guidebook_jp0806.pdf

http://www.toshiba.co.jp/csr/en/performance/fair_practices/pdf/Toshiba_sc_csr_guidebook_jp0806.pdf

http://www.toshiba.co.jp/csr/en/performance/fair_practices/pdf/Toshiba_sc_csr_guidebook_cn0806.pdf

http://www.toshiba.co.jp/csr/en/performance/fair_practices/pdf/Toshiba_sc_csr_guidebook_th0810.pdf

Thorough Implementation of the CSR Procurement Policy

Toshiba Group holds seminars to explain to suppliers its policies on the environment, human rights, labor, and safety. It also conducts supplier

surveys to monitor CSR performance in accordance with the Toshiba Group Procurement Policy (including self-assessment) at each business

site.

Suppliers participating in seminars and those covered by the survey (FY2013, Toshiba Group)

Topic BriefingsSurveys

(including self-assessment)

Field Audit

Human rightsand safety

5,008 1,638 419

Environment 3,404 3,975 679

Total 8,412 5,613 1,098

Thorough Implementation of the CSR Procurement Policy (Toshiba Group in Japan and overseas)

Actions on Suppliers in the Event of Breach of the Procurement Policy

If a supplier violates the procurement policy, we request the supplier to implement remedial measures and provide guidance and support, as

necessary. If the remedial measure is deemed to be unsatisfactory, we suspend transactions with the supplier.

Suppliers subject to guidance & support and suspension of transactions (FY2013, Toshiba Group)

Topic Guidance and Support Suspension of transactions

Human rights and safety 432 43

Environment 348 1

Examples of supplier guidance and instructions (FY2013)

Environmental Activities

Guidance on reports on industrial waste to administrative authorities

Support in establishing management systems at companies to which production is outsourced

Guidance on improvement of rules and application methods

Human Rights and Occupational Health & Safety Guidance on the corrective actions for dangerous working conditions


CSR Survey of suppliers (FY2006 - FY2012)

Survey targets

Survey items RemarksAreas, itemshandled, etc.

Number ofcompanies

FY2006

100 suppliershaving a highpercentage of theirbusiness withToshiba

100

Product quality, environmentalinitiatives, information security,human rights & labor, health andsafety, etc.

New survey items such as human rights, laborconditions, and occupational health and safetywere included in addition to the previouscategories such as quality, the environment andinformation security.

FY2007Continuing majorsuppliers in Asia

265Human rights & labor, health andsafety, and environmentalprotection

　

FY2008Selected Thaisuppliers

　3Labor, environment, procurement, etc.(on-site audits)

No serious non-compliances were identified,however, Toshiba provided instructions withregard to improving H&S management structureand controlling oil leakages at the factory

FY2009

Selected suppliersin southern China,Malaysia, andIndonesia

　3　Labor, environment, procurement, etc.(on-site audits)

No serious non-compliances were identified,however, Toshiba provided instructions withregard to improving H&S management structureand controlling oil leakages at the factory

FY2010

China-basedcompanies towhich Toshibaoutsources theassembly offinished productsunder the Toshibabrand

17locationsat 16companies

CSR audits included interviewswith employees, environmentalprotection efforts, labormanagement, and confirm CSRrequirements to the secondarysuppliers, and Toshiba requestedimprovements as necessary.

Auditors confirmed that each supplier wasemphasizing employee dialogues and improvingits employee welfare programs. They alsoconfirmed that each supplier’s environmentalprotection activities were appropriately managedthrough both measurements and certification bythird parties.

FY2011Suppliers of certainproducts

300 Pilot Survey for Conflict mineralsBased on the results, we plan to carry out a full-scale survey in FY2013.

FY2012Toshiba Groupsuppliers

Approx.10,000 intotal

Request to comply with ToshibaGroup Procurement Policy; inquireas to the degree of theirunderstanding of issues related toconflict minerals and theirapproaches to such issues

Toshiba conducted a pilot survey of all ToshibaGroup suppliers regarding their approaches toconflict minerals issues.

Major survey items during the audit of outsourced Toshiba-brand manufacturers

Category survey items

CSR management at the companies audited

Labor disputesCommunication with employeesLabor agreements and working hoursWorkplace safetyEmployee health conditionsEnvironmental initiatives such as the acquisition of ISO14001 certification

CSR management with regard to the supply chain ofthe companies audited

Adoption of CSR policy that encompasses consideration for human rights, laborconditions, and the environment;Communication of the CSR policy to suppliers and their status of compliance with thepolicy; and compliance with lawsRegulations concerning plant wastewater and air emissions

Partnership with Suppliers

Fair Trading with Suppliers

Toshiba Group strives to build sound partnerships with suppliers through fair trading in compliance with procurement-related laws and

regulations.

Fair Trading with Suppliers


http://www.toshiba.co.jp/csr/en/performance/fair_practices/fairtrade.htm#fai_01

Auditing of suppliers

CSR Awareness in the Supply Chain

Toshiba Group requests suppliers to promote CSR and provide support for their efforts.

Activity Example: Briefing Session on Procurement Policy

Toshiba Group holds a “Briefing Session on Management Policy and Procurement Policy” every year. In FY2013, we invited the

management of 90 major suppliers of Toshiba and requested their cooperation with and understanding of Toshiba Group’s CSR

procurement policy.

With Suppliers

Toshiba Group, as part of its capacity building, strives to build better partnership with suppliers based on mutual trust through education for

suppliers.

Activity Example: Initiatives at Toshiba Information Equipment (Philippines), Inc.

In 2002, Toshiba Information Equipment (Philippines), Inc. (TIP), a production base for hard

disk drives (HDD), became the first Asian company to acquire SA8000*1 certification. TIP

not only objectively listens to its employees’ opinions in order to improve its work

environment but has also spread this initiative to its suppliers. In order to enhance CSR

management at its suppliers, TIP continues to implement monthly audits (12 suppliers per

year). To date, a total of 137 audits have been conducted since 2005, when such audits

began. TIP confirms the status of CSR initiatives at suppliers in accordance with the Toshiba

Group Standards of Conduct, Toshiba Group Procurement Policy, SA8000 and

OHSAS18001*2 standards, EICC Code of Conduct*3, and other guidelines. If suppliers fail

to satisfy these standards, TIP demands corrective actions be taken and provides guidance

and support for improvement. Major problems identified for improvement during audits include those related to labor conditions (e.g.,

working hours and holidays) as well as health and safety management in the workplace. Going forward, TIP will continue to support its

suppliers in promoting CSR initiatives so as to establish long-term partnerships through auditing and guidance.*1 SA8000 refers to a set of international standards established by Social Accountability International for evaluating work environments.

*2 OHSAS18001 (Occupational Health and Safety Assessment Series) is a set of standards for identifying occupational health and safety risks as

well as measures to cope with the same, and it also serves to clarify where responsibilities lie.

*3 EICC is an abbreviation for the Electronic Industry Citizenship Coalition.

Activity Example: Participating in the supplier CSR promotion program of the department of labor and employment in thePhilippines

Toshiba Information Equipment (Philippines), Inc. (TIP) is promoting the KAPATIRAN

supplier partnership program, which was introduced in 2011 by the Philippine Department of

Labor and Employment. This program aims to create a system in which large companies

(“Big Brothers”) guide and help small and medium enterprises (“Small Brothers”) to be to be

compliant with general labor standards including occupational safety and health standards.

TIP was the country's first electronic company that participated in the program.

Based on the program, TIP selects 10 companies from among its suppliers each year and

educates and supports these companies for a period of one year. When the program is over,

TIP submits a report to the Department of Labor and Employment. In addition to on-site

training, TIP also invites external instructors for a variety of training programs.

Through this program TIP support its suppliers in promoting CSR management and also establishes strong partnerships with them.

Highlights of CSR Activities Priority Issue 2. CSR management in the supply chain Annual topics



Topics: Toshiba International Procurement Hong Kong Ltd. was chosen as a Gold award winner at the 2012 Hong Kong Awardsfor Environmental Excellence

In May 2013, Toshiba International Procurement Hong Kong Ltd. became the first Japanese-

affiliated company to win the Gold Award (first place) in the export and trade category at the

2012 Hong Kong Awards for Environmental Excellence* sponsored by the Hong Kong

administrative authorities. The company received special recognition for its continuing

environmental and CSR education activities for suppliers carried out through regular survey

and on-site audits. The awards ceremony received a great deal of attention in Hong Kong’s

mass media, which reported on the operations of the company winning the Gold Award in

the export and trade category.* Hong Kong Awards for Environmental Excellence program

Initiated by the Hong Kong Productivity Council in 2008, this environmental protection program evaluates and recognizes corporate environmental

protection activities in 11 categories such as manufacturing, trade, logistics, and construction through public institutions (e.g., universities and

environmental organizations) and selects and officially commends the best company in each category.

EICC Membership

In June 2011, Toshiba joined the Electronic Industry Citizenship Coalition (EICC), the electronics industry’s CSR promotion organization. In

order to fulfill CSR for labor, occupational health and safety, the environment, and ethical standards throughout the supply chain in accordance

with the spirit of the EICC Code of Conduct, we provided education on the Code of Conduct for those working in semiconductor manufacturing

plants in Japan and overseas.

Addressing the Conflict Minerals Issue

Since Section 1502 on conflict minerals of the U.S. Dodd-Frank Wall Street Reform and Consumer Protection Act (the Dodd-Frank Act) enacted

in January 2013, requires company listed in the United States to investigate the use of conflict minerals mined in the Democratic Republic of the

Congo and its adjoining countries, and report the results. Toshiba Group is not a listed company but as a company in the supply chain of listed

companies will investigate and report it to our customers.

Prior to the enactment of the Act, Toshiba Group organized an internal system to address conflict minerals issues, and it established the

“Toshiba Group Conflict Mineral Policy” and publicized it on its website in October 2011. For humanitarian reasons, Toshiba Group’s policy

prohibits the use of raw materials such as tin, tantalum, tungsten, and gold mined in the Democratic Republic of the Congo and its neighboring

countries, which are helping to violate human rights.

Toshiba Group Conflict Mineral PolicyWe are developing and implementing a policy prohibiting use of tin, tantalum, tungsten*1 , and gold, whose extraction or trade supports

conflict in the Democratic Republic of Congo or adjoining countries, and/or contributes to inhumane treatment, including human

trafficking, slavery, forced labor, child labor, torture and war crimes in the region.

We will carry out supply chain due diligence in accordance with the OECD (Organization for Economic Co-operation and

Development) Due Diligence Guidance for Responsible Supply Chains of Minerals from Conflict-Affected and High-Risk Areas.

We will use the EICC-GeSI Conflict Minerals Reporting Template (CMRT) developed by EICC and GeSI*2 to communicate up and

down our supply chain.

Once a validated supply chain is established through initiatives such as full-fledged smelter verification under EICC-GeSI’s Conflict-

Free Smelter (CFS) Program or development of a mineral tracing program, we will procure minerals through such validated supply

chain.

Our efforts are not intended at altogether banning procurement of minerals from the DRC and adjoining countries but to assure

sourcing from responsible sources in the region.

We require our suppliers to cooperate with us in our efforts to assure procurement of non-conflict minerals in accordance with the

Toshiba Group Conflict Mineral Policy.

*1 Derivatives of cassiterite, coltan and wolframite

*2 Global e-Sustainability Initiative (an initiative for achieving integrated social and environmental sustainability through ICT)



http://www.eicc.info/documents/EICCCodeofConductEnglish.pdf

http://www.oecd.org/daf/inv/mne/guidanceedition2.pdf

http://www.oecd.org/daf/inv/mne/guidanceedition2.pdf

http://www.conflictfreesourcing.org/conflict-minerals-reporting-template

http://www.conflictfreesourcing.org/

http://www.conflictfreesourcing.org/

Toshiba Group Conflict Minerals Initiatives (PDF:58K)

Toshiba Group’s Promotion Structure for the Use of Conflict-Free Minerals

Headed by a Executive Officer in charge of CSR, the Conflict Minerals Management Committee consisting of related corporate divisions

promotes activities in accordance with the “Toshiba Group Conflict Mineral Policy Guidelines.” Each in-house company appoints a person

responsible for conflict minerals and they share information at the In-house Conflict Minerals Management Committee meetings.

Toshiba Group’s Promotion Structure for the Use of Conflict-Free Minerals

Conflict Minerals Survey

In FY2011, we conducted a pilot survey of some 300 Toshiba Group suppliers of our semiconductor department, etc. on the use of conflict

minerals and about smelters.

In FY2012, we surveyed some 10,000 Toshiba Group suppliers to clarify to what extent they understood the issue of conflict minerals and what

approaches they took toward this issue.

In June 2013, we started a full-scale survey of some 2,800 suppliers that may use 3TG* on the use of conflict minerals and to collect information

on smelters, using EICC/GeSI Conflict Minerals Reporting Template. Prior to the survey, we held a briefing session for suppliers to explain the

procedures of Toshiba Group conflict minerals survey. We explained about the current situation surrounding the conflict minerals issue, and

requested them to cooperate in the survey to identify smelters. 440 companies in all participated both in Japan and overseas.

* Tin, tantalum, tungsten, and gold (referred to as “3TG”).

Toshiba Group’s approach to conflict minerals issues

Efforts in cooperation with industry organizations

In June 2011, Toshiba Group joined the Electronic Industry Citizenship Coalition (EICC), the electronics industry’s CSR promotion organization.

In November 2011, the Group participated in the Responsible Minerals Trade Working Group of JEITA* to cooperate with industry organizations.

In May 2014, the Group joined the Conflict Free Sourcing Working Group within the Responsible Minerals Trade Working Group, and has

worked to promote and raise awareness of conflict-free minerals procurement in cooperation with the automobile and electrical industries of

Japan.

* Japan Electronics and Information Technology Industries Association

Responsible Minerals Trade Working Group

Participation in public-private partnership project

In November 2011, we joined the Public-Private Alliance for Responsible Minerals Trade (PPA), a public-private project advocated by the U.S.

government. Through the PPA, we contribute to efforts to cut off sources of funding for armed groups and provide economic support to the

Democratic Republic of the Congo and its neighboring countries.

Communication with NGOs

In February 2012, we exchanged opinions with NGOs such as the Enough Project in the U.S. and A SEED JAPAN, both of which are working

on issues related to conflict minerals.

In February 2014, we joined a CSR mission to the U.S. organized by the Council for Better Corporate Citizenship (CBCC) and held dialogues

with the Responsible Sourcing Network, an NGO in the U.S.


http://www.toshiba.co.jp/csr/en/performance/fair_practices/pdf/conflict_minerals.pdf

http://www.toshiba.co.jp/csr/en/performance/fair_practices/pdf/conflict_minerals.pdf

http://home.jeita.or.jp/mineral/eng/index_e.html

Green Procurement

Adhering to its Basic Policy for the Environment, Toshiba Group is implementing environmentally conscious approaches in all business

processes and products, focusing on creation of new value in harmony with the Earth.

It is necessary to perform comprehensive assessment of environmental impacts of our products throughout their life cycles from production and

usage through to recycling and final disposal. Toshiba Group is promoting green procurement as a measure to minimize environmental impacts

in the production phase.

In accordance with the Green Procurement Guidelines established in 2003, Toshiba Group prioritizes procurement of products, parts, and

materials with minimal environmental impacts from suppliers who are proactively promoting environmental protection. Later, as stricter statutory

restrictions have come to be placed on chemical substances contained in products in order to reduce environmental impacts and risks (e.g.,

hazardous chemicals), environmental protection efforts throughout the entire supply chain have become indispensable.

Under these circumstances, Toshiba Group thoroughly revised the Green Procurement Guidelines in 2006 and 2011 to address emerging

needs.

In our endeavor to contribute to the emergence of a sustainable society, we request our suppliers' cooperation in the promotion of green

procurement. Also, we assess suppliers' environmental performance and survey and assess the presence of chemical substances in procured

items.

Green Procurement Guidelines (English, Japanese and Chinese)

Selection/Evaluation of Suppliers based on the Level of Greenness

With regard to the environmental performance, we conduct a voluntary assessment of the level of greenness of suppliers (Toshiba standards)

based on the environmental standard ISO 14001. In selecting suppliers, we accord priority based on the ranks of the suppliers and also urge

them to improve their level of greenness.

The level of greenness of suppliers during FY2013 was 97.9%(includes Rank S and Rank A)

Rank S (excellent)

Rank A (good)

Rank B (requires guidance)

Below Rank B (requires guidance)

For Stationery and Other Office Supplies

With regard to procurement of stationery and other office supplies, Group companies strive to select procurement items that have lower

environmental impacts. For example, environmentally conscious products such as Eco Mark certified products, products made of recycled

materials, recyclable products, and products that can be separated for collection are registered as environmentally recommended products for

procurement by Toshiba Group.

We are implementing green procurement for personal computers, copiers, copier paper, stationery and other office supplies.


http://www.toshiba.co.jp/env/en/products/chemical.htm#green

CSR Performance: Fair Operating PracticesExport Control

Export Control Policy

As indicated in Toshiba Group Standards of Conduct, Toshiba Group’s basic export policy is to comply with all applicable export control laws

and regulations of the countries and regions where we operate, including the Foreign Exchange and Foreign Trade Law in the case of Japan

and US export control laws and regulations with respect to transactions involving items of US origin. The Group also maintains a basic policy of

not engaging in any transaction that could potentially undermine international peace and security.

In accordance with this policy, Toshiba Group has established the Export Control Compliance Program (ECCP). Based on this program, the

necessity of export licenses for goods and technology is determined and transactions are strictly screened. In addition to periodic export control

audits and education for all executives and employees, in-house companies and corporate staff divisions provide instructions and support to the

group companies they supervise.

Toshiba Export Control Compliance Program

The program stipulates the following provisions to ensure compliance with Japan's Foreign Exchange and Foreign Trade Control Law and

U.S. export control laws.

Chapter 1 Statement of Corporate Policy

Chapter 2 Definition of Terms

Chapter 3 Export Control Organizations

Chapter 4 Control Procedures

Chapter 5 Education

Chapter 6 Compliance Reviews

Chapter 7 Notification of Violation and Corporate Sanctions

Chapter 8 Group Companies

Toshiba Group Standards of Conduct Chapter 1. 6. Export Control

Export Control System

Toshiba's export control system is organized under the Chief Export Control Officer who has ultimate responsibility for the corporation's export

control. The Chief Export Control Officer must be a representative director or an executive officer corresponding thereto. Under the Chief Export

Control Officer, the Export Control Office, Risk Management Division is responsible for overseeing the export control implemented pursuant to

the Toshiba Export Control Compliance Program (ECCP). Each Toshiba in-house company and corporate staff division has its own export

control infrastructure led by the Export Control Officer who is in charge of the division. The Export Control Officer must be the president or

executive vice president of the same in-house company or the general manager of the same corporate staff division. Toshiba Group companies

have also established equivalent export control systems.

Toshiba Group Export Control System



Product Classification

The purpose of product classification is to determine whether or not an export license from the Minister for Economy, Trade and Industry (METI)

would be required for products to be exported. In Toshiba, product classification is conducted in individual divisions by qualified engineers who

are familiar with technical background of products. Each classification result is reviewed and approved by a Product Classification Administrator.

Furthermore, the Export Control Administrator in charge reviews classification results at each in-house company or corporate staff division. This

ensures that all classification results are consistent with all applicable laws and regulations.

Transaction Review

The purpose of the transaction review is to ensure that our products are not destined for end-uses or end-users of concern, regardless of

whether they are restricted or not restricted under the relevant laws and regulations. Sales sections at in-house companies and corporate staff

division are required to carry out this transaction review for each transaction. Review results must be double-checked and approved by the

Export Control Office. In addition, transactions requiring an export license from minister of economy, trade and industry or destined for a country

or region of concern are subject to thorough review and approval by the Export Control Office.

The division conducts the transaction only after receiving export license from minister of economy, trade and industry or the US Government,

where necessary.

Export Control Audits

To ensure that group companies are appropriately implementing their export controls in compliance with the relevant laws and regulations, the

Export Control Office conducts periodic export control audits of in-house companies and group companies supervised by corporate staff

divisions. In-house companies conduct similar periodic audits of group companies they supervise. Group companies that were determined to

require corrective measures would be required to develop and submit their corrective action plans. Effectiveness of each corrective measure will

be evaluated by the Export Control Office or the supervising in-house company.

Export Control Trainings

Training courses on export controls (regular and specialized courses) are offered by the Export Control Office for in-house companies, corporate

divisions, and Group companies to educate employees on the importance of export control and to raise awareness and knowledge of the

Toshiba Export Control Compliance Program (ECCP) and related internal regulations.

Furthermore, the Export Control Office provides compulsory export control education for all employees through an e-learning system every year.

Guidance and Support for Group Companies

Export controls at group companies including those located overseas are modeled after that of Toshiba, which is implemented under the

Toshiba Export Control Compliance Program (ECCP). Export control audits are conducted periodically to evaluate their performances.

The Export Control Office convenes a monthly meeting with the in-house companies and key group companies. Besides providing information

on relevant international situations and regulatory trends, or advices on specific issues, this meeting also provides a forum for exchanging

related information and opinions. In-house companies provide guidance on export controls and related support to group companies they

supervise.

In addition, in order to reinforce our support to overseas Group companies, we have been holding workshop meetings for export control

personnel in such companies, including meetings in the Middle East, Africa, and Singapore in FY2012 and in China (Shanghai) in FY2013.

Furthermore, beginning in April 2014, Toshiba Asia Pacific Pte., Ltd. (Singapore) has started providing guidance and support for Group

companies mainly in the Asian region by setting up an Export Control Regional Office.


CSR Performance: Fair Operating PracticesInformation Security Management

Policy on Information Security

Toshiba regards all information, such as its customer information, management information, technical and production information, handled

during the course of business activities, as its important assets and adopts a policy to manage all corporate information as confidential

information and to ensure that the information is not inappropriately disclosed, leaked or used. In view of this, Toshiba has a fundamental policy

"to manage and protect such information assets properly, with top priority on compliance." The policy is stipulated in the chapter "Corporate

Information and Company Assets" of the Toshiba Group Standards of Conduct, and managerial and employee awareness on the same is

encouraged.

In response to regulatory changes and changes in the social environment, Toshiba revises the related rules on an ongoing basis so as to

rigorously manage its information security.

We are rolling out information security management programs to our subsidiaries in Japan and overseas. In formulating rules and guidelines in

promoting information security at our overseas subsidiaries, we also take into account the local circumstances.

Toshiba Group Standards of Conduct Chapter 2 16. Corporate Information and Company Assets

Information Security Management Framework

Addressing information security as a management priority, Toshiba Group has established, under the supervision of the Chief Information

Security Officer, the General Manager of the Risk Management Division, an information security management structure in which the head of

each organization, such as president of each in-house company, head of corporate staff division as well as president of each group company

are responsible for information security.

The Chief Information Security Officer periodically convenes meetings of the Risk Compliance Committee to engage in deliberations necessary

for reliable implementation of Company-wide information security. In addition, he or she formulates and implements policies and measures to

ensure smooth, efficient, and reliable compliance with internal regulations related to information security.

At the in-house companies, the company presidents serve as Information Security Management Executive, bearing full responsibility for

information security at their respective companies. The Information Security Management Executive appoints Information Security

Implementation Managers who are responsible for operation of the information security management system.

The Information Security Management Executives provide guidance and assistance to the group companies under their control to ensure that

they implement information security of a level equivalent to that of Toshiba.

Toshiba Group Information Security Management Structure



Information Security Checks and Audits

Toshiba, with its wide portfolio of businesses, considers the autonomous implementation of PDCA (Plan-Do-Check-Act) cycle by each business

or division to be vital for ensuring information security of the company. With this in view, every divisions conduct an annual self-audits in terms of

compliance with internal rules, for the purpose of formulating their own improvement plan. The Risk Management Division evaluates the results

of these self-audits and the related improvement activities, provides guidance and assistance where necessary.

These self-audits are applied throughout Toshiba Group worldwide, in addition to Toshiba Corporation, all Group companies conduct self-audit

to improve the level of information security every year.

Furthermore, particularly those business units which handle important and confidential information have acquired ISMS (Information Security

Management System) Certification. As of April 2014, all 22 companies (25 divisions), including Toshiba Corp., for which acquisition of

certification for the performance of their duties had been deemed necessary, had acquired such certification.

Information Security Measures

Toshiba Group implements information security measures from four perspectives (see the table below). The Risk Management Division

incorporates these measures into regulations and guidelines and makes them fully known to all Toshiba Group companies through notices and

briefings.

Implementation of Information Security Measures from Four Perspectives

Category Description

(1) Organizational measures:Establish an organizational structure and rules

Periodic reviews of information security-related regulations

Development and maintenance of structure

Implementation of audits, etc.

(2) Personal and legal measures:Ensure adherence to rules

Regulation of information protection duties and disciplinary measures for breach of duties in

rules of employment

Provision of periodic employee education and training

Contractor information security evaluation and conclusion of confidentiality agreements, etc.

(3) Physical measures:Support implementation of rules in terms ofphysical security

Carry-in/carry-out control of information devices

Facility access control, room / facility entry control

Locking of highly important information , etc.

(4) Technical measures:Support implementation of rules in terms oftechnology

Virus protection and hard disk encryption

Application of security patches

Appropriate management of network firewalls, etc.

Especially on the Technical measures, in order to prevent cyber attacks and other forms of unauthorized access from the outside, which

become increasingly sophisticated each year, as well as to avoid exposure of information, Toshiba Group is implementing effective measures to

protect server data released to the public. We are also working to strengthen the monitoring of internal systems and to implement protection

systems to enable us to take quick action in the event of a virus infection.

Providing Yearly Education on Information Security

Toshiba Group provides education on information security and the protection of personal data to all employees on an annual basis to ensure

adherence with internal rules. In FY2013, nearly 190,000 Toshiba Group employees, including some 37,000 from Toshiba, received such

education through e-learning and other educational programs.

In addition to the periodic education, Toshiba provides specialized courses to relevant security implementation staff members. A total of 35 staff

members had received such education in FY2013. Also, introductory education on information security is provided to newly hired employees,

and in FY2013, all new employees attended an orientation on information security.

Confidential Information Protection Policy

Toshiba has established regulations concerning information security and appropriately ensures protection of confidential information. Toshiba

has clearly defined its regulations on appropriate management of confidential customer information obtained from contracts and prohibition of

the mixing of information of other companies with that of Toshiba.

In order to ensure adherence to these regulations, Toshiba obtained written confidentiality pledges from all employees.


Confidential Information Protection Framework

Confidential Information Protection Framework

Toshiba has developed an information security management framework, designated information security roles and responsibilities, and operates

the framework in accordance with regulations.

In the information security regulations, Toshiba has stipulated Information Owner Section, which develops information or obtains information

from third parties under duty of confidentiality or duty of care. The Head of Information Owner Section plays an important role in the protection of

confidential information by evaluating the importance of information in terms of confidentiality, integrity, and availability; decides methods of

handling information; etc.

Response to Incidents Such as Leakage of Confidential Information

In the event an information security incident such as the leakage of confidential information occurs, Toshiba responds promptly in accordance

with the information security incident reporting structure.

When an employee becomes aware of the occurrence or potential occurrence of an incident involving the leakage of corporate information, the

employee promptly reports to the Implementation Manager. The Implementation Manager, upon receipt of such report, devises necessary

measures, such as an investigation into the cause and consideration of actions to prevent recurrence. In the case of the occurrence or potential

occurrence of a serious leakage of confidential information that may entail a violation of laws or ordinances, Toshiba implements measures in

accordance with the applicable laws or ordinances, such as disclosure, following discussion among the related corporate staff divisions.

Information Security Incident Reporting Structure

Incidents Related to Confidential Information

In FY2013, it turned out that an employee of an affiliated company who had engaged in a joint development project at a Toshiba business site

illegally removed confidential information from Toshiba and used it at a company he was employed with thereafter.

In order to secure advanced technologies that are sources of business competitiveness, Toshiba will develop the best possible information

leakage prevention system and take decisive actions against anti-competitive behavior.


Purpose of Personal Information Use

CSR Performance: Fair Operating PracticesProtection of Personal Data

Personal Data Protection Policy

Toshiba protects personal data obtained from its stakeholders in the course of business activities appropriately,

recognizing that personal data is an important asset of each stakeholder and also an important asset for Toshiba, leading

to creation of new value.

Toshiba was quick to recognize the importance of protection of personal data, and in 2000 established the Toshiba

Personal Data Program based on JIS Q 15001, management system standard in Japan, and in 2001 obtained the Privacy

Mark certification. Toshiba strives for continual improvement on management system and accordingly, renewed the

Privacy Mark certification in April 2013 (seven times.)

Privacy Policy

Personal Data Protection Framework

In May 2000, Toshiba established internal regulations and developed a personal data protection framework with the aim of acquiring the Privacy

Mark. The General Manager of the Risk Management Division serves as Toshiba's Chief Privacy Officer. The secretariat provides assistance to

the Chief Privacy Security Officer with the implementation of personal data protection policies and measures.

With respect to internal organizations, president of each in-house company and the head of each corporate staff division, bears the

responsibility for personal data protection at their respective divisions as personal data protection Management Executive. Each division

establishes a framework in which the head of the general affairs section serves as the personal data protection Implementation Manager and

the persons in charge of planning and information systems serve as Assistant Implementation Managers and implements personal data

protection.

In accordance with the Act on the Protection of Personal Information, which went into full effect in April 2005, group companies in Japan have

developed similar structure and implemented personal data protection. Toshiba group companies outside Japan implement personal data

protection based on the legal system of the countries where these companies located in.

The Toshiba Group Personal Data Protection Structure


http://privacymark.org/

http://www.toshiba.co.jp/privacy/index.htm

Response to Incidents such as Leakage of Personal Data

As a countermeasure for any eventuality related to personal data, Toshiba Group has put in place a system for dealing swiftly and ensuring data

disclosure.

In the event that an incident occurs, Toshiba responds in accordance with internal procedures. In the event a leakage of personal data or a

situation that poses the risk of leakage occurs, the Implementation Manager of each division communicates and reports to the Risk

Management Division.

Upon receiving the report, the Risk Management Division, in accordance with relevant laws, ordinances, and ministerial guidelines, consults with

the related divisions to reach upon a conclusion after considering the possibility of infringement of the rights and interests of the affected parties.

Personal Data Protection and Management Checks and Audits

Toshiba Group considers the autonomous implementation of PDCA (Plan-Do-Check-Act) cycle to be a reliable means for appropriate

management of personal data and confidential data. In view of this, each division conducts a self-audit regarding personal data protection.

Based on the internal checklist for information security and personal data protection, each division performs a self-audit to identify discrepancies

and implements necessary measures to rectify them.

Personal data protection is also a compliance item in the management audit conducted by the Corporate Audit Division at each division.

As Privacy Mark certification is an effective approach for guaranteeing the effectiveness of personal data protection, as of April 2014, all 23

companies for which acquisition of certification for the performance of their duties had been deemed necessary had acquired Privacy Mark

certification. This count includes Toshiba and Group companies that handle large volumes of customer personal data in connection with

outsourcing.

Incidents Related to Personal Data

In FY2013, no incident related to leakage of personal data, managed by Toshiba Group in Japan or objections, etc. from external parties or

regulatory authorities occurred. We will further reinforce our efforts to prevent incidents related to personal data protection.

Personal Data Protection and Management Education

Toshiba provides yearly education concerning personal data protection along with information security education to executive officers and both

regular and temporary employees. In FY2013, Toshiba further enhanced the awareness of employees by providing education on provision of

personal data to third parties and protection of personal data.

Protection of Customer Personal Data

Toshiba clearly states the purpose while using customer personal data and, in principle, obtains direct personal data based on the consent of

customers and other individuals.

Essentially, the personal information obtained includes basic personal data such as name, address, telephone number and email address. The

main purposes for the use of personal data available with Toshiba are mentioned in the following website.

Purposes of Use of Personal Data

Toshiba appropriately handles personal data in accordance with internal regulations and rigorously controls personal data cooperating with the

information security management structure.

Furthermore, personal data of shareholders, entrusted to a trust bank dealing with shareholder affairs, is also strictly managed.

Protection of Employee Personal Data

Toshiba obtains and uses employee personal data after first obtaining consent for the purpose of use. The Human Resources and

Administration Division plays a central role in rigorously managing employee personal data.

Personal data of job seekers is appropriately protected by using such data only within the scope of the purpose of use for which consent is

secured.

Personal Data Management at Contractors

When Toshiba contracts the handling of personal data to an outside contractor, in accordance with Toshiba’s Information Security Evaluation

Criteria it selects an appropriate contractor such as a company that has acquired Privacy Mark certification. In addition to the regular contractor

agreement entered into with selected contractors, Toshiba concludes a memorandum concerning personal data protection or obligates the

contractor to submit a written pledge concerning personal data protection. Toshiba periodically confirms the state of personal data handling at

contractors through on-site audits, etc.


http://www.toshiba.co.jp/privacy/privacy.htm

CSR Performance: Fair Operating PracticesProtection of Intellectual Property

Policy on Intellectual Property Protection

Toshiba Group's policy on intellectual property rights is to observe laws and regulations associated with them, to protect the results of

intellectual activities with the rights and make extensive use of those rights, and to respect the legitimate intellectual property rights of third

parties. This policy is stipulated in the Toshiba Group Standards of Conduct.

As part of this policy, for example, we are working with the regulatory authorities of each country to eliminate counterfeit products that damage

the Toshiba brand.

Toshiba Group Standards of Conduct Chapter 1 11. Intellectual Property Rights

Toshiba Group Intellectual Property Management Structure

At Toshiba, the Intellectual Property Division, a corporate staff division, is responsible for the protection of intellectual property rights. In-house

companies and key group companies also establish their own organizations responsible for intellectual property protection.



Toshiba Group Intellectual Property Management Structure (As of June 2014)

Intellectual Property Protection Checks and Audits

In the course of business, we are likely to be at risk of infringing the intellectual property rights of third parties or facing lawsuits for violating their

patents. To reduce or eliminate such risk, Toshiba investigates third party patents and other intellectual property rights related to its business in

advance before developing new businesses and implements the necessary measures to avoid any infringement of third party rights.

Also, In order to prevent unauthorized use of copyrighted software, we conduct periodic surveys on appropriate software management in

Toshiba and its Group companies worldwide. We conducted surveys worldwide in FY2013 as well, and confirmed that there were no problems.

Intellectual Property Protection Education

With the widespread use of the Internet, opportunities to browse through third-party copyrighted works have been increasing, enabling anybody

to easily copy others' works such as computer software. Under these circumstances, there is an increasing need to prevent the unauthorized

use of copyrighted works. In view of this, we conduct education of top executives and employees at Toshiba and its Group companies

worldwide.

In FY2013, we provided e-learning programs on intellectual property rights for Toshiba and its Group companies in Japan.


Measures against Counterfeit Products

Failure to take action against counterfeits of Toshiba products would pose not only the risk of damage to Toshiba's brand value and public

confidence, but also the risk of purchasing counterfeit products that do not meet the quality expectations of customers who mistake them for

genuine products.

Accordingly, to ensure that customers can purchase Toshiba products with confidence and peace of mind, we are striving to eliminate such

counterfeit products that infringe Toshiba's intellectual property rights, in cooperation with public agencies. In the event that counterfeit products

are discovered in the overseas market, we will take constructive and systematic countermeasures by directly visiting the local government

official in order to exchange opinions about necessary measures. In China, the “TOSHIBA” and “Toshiba” (in Chinese characters) have been

recognized as well-known trademarks. In recent years, various counterfeit products have been discovered and artful counterfeiting cases are

increasing. By utilizing the “well-known trademark” recognition, we will continue reinforcing preventive measures to achieve a fundamental

solution to the problem of counterfeits products, which is expected to become larger and more complex in the future.

Disputes, Litigation, and Judicial Decisions Related to Intellectual Property

As of June 30, 2014, there are no matters related to intellectual property rights that correspond to operational risks recorded in the annual

securities report.


CSR Performane: Customers (Consumer Issues)Quality Control


Promoted initiatives to prevent product defects in upstream design processes (enhancement of capabilities to ensure productquality)

Quality Control Policy

Based on Toshiba Group Quality Control Policy, we aim to provide our customers with safe and reliable products, services and systems, and we

are working to ensure superior quality as perceived by our customers. By increasing our sensitivity to potential risks and dealing with them

swiftly, we strive to eliminate product accidents and provide unrivaled customer satisfaction.

Toshiba Group's Basic Policy on Product Assurance: Standards of Conduct

1. We engage in quality assurance from the customers' point of view.

2. We observe relevant laws and contracts and respect the rights of customers and third parties.

3. We maintain quality systems aimed at achieving 100% quality.

4. We ensure that all of our departments and all of our employees act on this Quality Control Policy.

5. We aim for essential improvement by investigating the root causes of process failures.

Quality Promotion Structure

Under the global quality control structure, the Chief Quality Executive Officer is responsible for quality control throughout the Group, while Chief

Quality Executives are in charge of quality control within in-house companies and key group companies. The Chief Quality Executive Officer

convenes periodic meetings to develop policies and discuss quality control measures with the Chief Quality Executives who are responsible for

providing guidance and conducting audits of factories, suppliers, maintenance and service companies and manufacturing outsources worldwide

to enhance the quality level throughout product life cycles, from development and production through to final disposal.

Quality Promotion Structure


http://www.toshiba.co.jp/csr/en/performance/customer/quality.htm#qua_03

Quality improvement training program at theToshiba China Academy

Promoting Initiatives Aimed at Enhancing Capabilities to Ensure Product Quality

Toshiba Group is working to enhance its capabilities to ensure quality by adopting a proactive approach to quality rather than the conventional

protective one. Of the four main pillars of quality listed below for promoting initiatives, we focus on improving the Quality Management System

(QMS), not simply obtaining ISO 9001 certification but also improving the system by means of raising the quality of design and procurement, the

root cause of losses, as well as by enhancing the training of personnel who can support the development of the system. Compliance is the

foundation for all these activities.

Four pillars to enhance quality capabilities

In order to enhance our capabilities to ensure product quality, Toshiba Group is promoting failure mode and effects analysis (FMEA) mainly for

design work as one of our Design for Quality (DFQ) initiatives for ensuring high quality design.

To further reinforce FMEA activities, we formed a working group to exchange information obtained from these activities and trained instructors to

make FMEA an integral part of all four of our business domains, thus preventing product defects starting from upstream processes.

In FY2013 in particular, we trained and certified FMEA instructors intensively in the Digital Products (PCs and TVs) Division, the Home

Appliances (cleaners, etc.) Division and the Social Infrastructure Division in order to raise the general level of activities.

Training Personnel in Charge of Quality Assurance

We established the Toshiba Quality Training System to foster personnel who can contribute to quality improvement at all concerned divisions.

We develop and promote education programs to improve awareness on quality management depending upon the requirements of each division,

as well as to improve skills on reliability techniques and quality control methods.

In order to foster personnel that are capable of taking charge of quality assurance, we develop and implement 21 quality training programs for

employees in all divisions related to product life cycles on methods of analyzing the causes of product accidents and preventing them. In

FY2013 a total of 1,095 employees participated in the training programs. We also provide compliance training and e-learning on the Electrical

Appliance and Material Safety Law for approximately 105,000 Group employees and overseas subsidiary staff at a Group-wide level.

Promoting local-based training programs in the key manufacturing base of China

The Toshiba China Academy, training institute of Toshiba China Co., Ltd., plays a central

role in Toshiba Group in raising the skills of quality assurance personnel and improving the

education system. In FY2011, in addition to existing training programs, “improvement of the

quality of procurements,” and “quality innovations,” we implemented the following programs

in which various cases were incorporated as training materials, “Quality awareness and

quality risk management,” and “How to audit suppliers.” 257 employees participated in the

training programs conducted in Dalian, Shenzhen, Guangzhou, and other areas in FY2013.

We will continue our efforts to contribute to the improvement of quality levels in China.


Guidebook for Preventing Reoccurrence ofAccidents (Japanese)

Then Vice President Shozo Saito received acertificate of commendation from Dr. HiroshiOsada, chairman of the screeningcommittee.

Excellent company award for qualitymanagement

Strengthening the System to Prevent Reoccurrence of Serious Product Accidents by SharingInformation within Toshiba Group

In 2011 we created the “Guidebook for Preventing Reoccurrence of Accidents,“ which is a

compilation of accident cases that have occurred since 2004 in Toshiba Group. The Guidebook was

distributed to division managers and meetings were held to explain the content to the persons in

charge of quality issues in the Group in order to strengthen measures to prevent reoccurrence of

accidents. In addition, the information was converted into an e-book for access by personnel in

charge of quality and safety-related issues in the Company via the intranet. A serious accident not

only signals an alarm for the quality and safety of products, but also can provide precious insight

into product development and assessment. We will promote the system of sharing information

within the Group and strive to prevent reoccurrence of product accidents.

Workplace Improvement and Quality Evaluation by Third Parties

In order to improve product quality, it is necessary to analyze factory processes and remove defective factors. In addition to the close

examination, evaluation, and testing of each process, Toshiba is strengthening its awareness of hidden problems and reviews them proactively

so that it can detect latent risks and take measures swiftly even after product shipment, in response to the opinions of customers.

We also actively participate in the Quality Management Level Research conducted by the Union of Japanese Scientists and Engineers (JUSE).

In this research, quality management levels are evaluated from six perspectives: managers’ commitment, quality training and human resources

development, strengthening the foundations of quality management, daily management and improvement, development of new products, and

response to customers and quality assurance. The companies surveyed are ranked in consideration of all the aforementioned aspects.

Toshiba placed first in the Seventh JUSE Quality Management Level Research and was officially commended as an excellentcompany.

Toshiba placed first in the overall category in the Seventh JUSE (Union of Japanese

Scientists and Engineers) Quality Management Level Research in FY2012.

In terms of “strengthening of the foundations of quality management,” we were evaluated

highly for our established system in which, as one measure to prevent the recurrence of

similar quality problems, quality control managers and engineers were able to view 19

examples of problems that had occurred at Group companies via booklets and the company

intranet. In the area of “development of new products,” we were rated highly for our efforts to

develop unique power generation and energy conservation technologies. Two specific

examples are the development of predictive control technologies, which reduce the time

required to activate thermal power generation turbines based on an appropriate analysis of

market needs, and the "ENE-FARM", which can be operated continuously even in the event

of a power failure.

* Toshiba placed fourth in the Sixth JUSE Quality Management Level Research in FY2010.

(Because FY2013 research was a follow-up survey, there was no ranking announcement in

FY2013.)

Reference website: Union of Japanese Scientists and Engineers’ website (Quality

Management Level Research)


http://www.juse.or.jp/e/information/68/

Toshiba Quality Assurance Guidelines forSuppliers (Japanese)

Acquisition of ISO 9001:2008 Certification

Our product operation sites and Toshiba Group companies have put in place management systems for obtaining certification for the ISO 9000

family of standards for quality management systems.

Toshiba Corporation

Toshiba Group (in Japan)

Toshiba Group (overseas subsidiaries)

Toshiba Group (in Japan and overseas subsidiaries)

Note1:Certification ratio = Number of employees of certified sites / Number of all employees

Note2:Data as of March, 2014

Securing Cooperation from Suppliers to Ensure Quality

Suppliers are Toshiba Group's indispensable business partners and ensuring the quality of

procurement items is being increasingly important. In order to ensure the quality of procurement

items, we distribute TOSHIBA Quality Assurance Guidelines for Suppliers summarizing Toshiba

Group's quality assurance policy and supplier expectations. Based on cooperation among

procurement, quality assurance and engineering operations, Toshiba Group audits suppliers at

appropriate intervals in view of the types and importance of the procurement items in order to

ensure quality of procurement items.




Emerging Country Quality Guidebook (Japanese) Global Guidebook for the use of ODM/EMS (Japanese)

Maintaining Product Quality for Emerging Countries and Outsourced Products

The development of new products for emerging markets continues to accelerate. In order to ensure stable product quality in each country and

territory and thus prevent quality problems, Toshiba Group has prepared guidebooks on subjects such as product specifications, user

environments, and country-specific problems while taking benchmarking against other companies’ products into consideration.

With the recent diversification in production methods, use of ODM (original design manufacturing ) in which manufacturing, including

development and design, is outsourced to third party organizations and EMS (electronics manufacturing service) in which only production is

outsourced, is increasing. Against this backdrop, we have put together a guidebook on matters to consider ensuring production quality and

safety, important control and audit points, and various case studies, and we request contractors to follow them.

Disclosure of Information on Quality

In the event that incidents related to quality occur, information is disclosed on the Toshiba website in order to notify customers of such incidents

as quickly as possible.

Important announcements for customers using Toshiba products (Japanese)

The Ministry of Economy, Trade and Industry (METI) has been announcing serious product accidents since the revised Consumer Product

Safety Act came into force on May 14, 2007. On our website, Toshiba Group actively discloses all serious product accidents announced by

METI, even those for which METI has not made public the name of the company because it has not yet been determined whether the accidents

were caused by the use of products.

Accident report based on the Consumer Product Safety Act (Japanese)


http://www.toshiba.co.jp/info/index_j.htm

http://www.toshiba.co.jp/info/psc_j.htm

*1

*2

CSR Performane: Customers (Consumer Issues)Ensuring Product Safety


Launched a Group-wide Safety No. 1 Working Group to enhance product safety initiatives

Basic Policy on Product Safety

Based on Toshiba Group Basic Policy on Product Safety, we are committed to eliminating product accidents. In order to ensure customer safety,

we comply with the prevailing safety-related laws and regulations and proactively disclose full information to customers.

Toshiba Group Basic Policy on Product Safety

1. We comply with the applicable laws and regulations on product safety in Japan and overseas.

2. We widely gather information on product safety incidents and disclose such information in a proactive manner.

3. We swiftly report product safety incidents to the competent authorities in accordance with laws and regulations.

4. In the event of a serious incident attributable to any of our products, we swiftly institute a product recall and notify customers without

delay.

5. We issue alerts, as necessary, and employ warning labels to encourage safe use.

6. We thoroughly analyze the causes of any product safety incident and strive to prevent recurrence.

Providing Information on Product Accidents

An employee who becomes aware of information concerning a Toshiba product accident must alert the division(s) in charge of dealing with

safety issues concerning the product in question. The CPL Committee*1, chaired by the President of the in-house company, then acts upon the

matter. In the event of an accident attributable to a product that is likely to recur, we inform customers of the danger and request that they cease

using such products, promptly report to the competent authorities, and establish countermeasures as soon as possible.

In FY2013, Toshiba disclosed a total of 40 accidents in the list of serious product accidents*2 on our website: 20 cases that were suspected to

have been caused by products, 19 cases the cause of which was unknown, and 1 case in which it was determined that the accident had not

been caused by the product (as of April 11, 2014).

Furthermore, we are developing an information system to enable swift communication with quality assurance divisions and top management

regarding information on product accidents obtained by repair and service staff as well as on how such incidents are being handled by Toshiba.

CPL Committee: CPL is an abbreviation combining CL (contractual liability) and PL (product liability). The CPL Committee, chaired by a

senior executive, promptly determines measures to deal with product accidents and quality issues.

“Important Notices to Customers of Toshiba Products” (Japanese)


http://www.toshiba.co.jp/csr/en/performance/customer/safety.htm#1wg


Guidebook for Preventing Reoccurrence ofAccidents (Japanese)

Toshiba Group's Structure to Respond to Product Accidents

Measures to Building Safety Product Culture

Since FY2008, we particularly worked on reinforcing our management system for ensuring compliance with the Electrical Appliances and

Material Safety Law in Japan (hereinafter “the Law”), since the Law has an important bearing on the Group's products. The Chief Quality

Executives and the person in charge of the Law initiated a revision of the internal regulations and created common audit items related to the

Law for the entire Group. We also verified the business notification status and compatibilities of the technical standards based on the Law.

Furthermore, education through e-learning was provided to all concerned employees in Japan and working overseas (approx. 105,000 in total

participated in FY2013).

Strengthening the System to Prevent Reoccurrence of Serious Product Accidents by SharingInformation within Toshiba Group

In 2011 we created the “Guidebook for Preventing Reoccurrence of Accidents,” which is a

compilation of accident cases that have occurred since 2004 in Toshiba Group. The Guidebook was

distributed to division managers and meetings were held to explain the content to the persons in

charge of quality issues in the Group in order to strengthen measures to prevent reoccurrence of

accidents. In addition, the information was converted into an e-book for access by personnel in

charge of quality and safety-related issues in the Company via the intranet. A serious accident not

only signals an alarm for the quality and safety of products, but also can provide precious insight

into product development and assessment. We will promote the system of sharing information

within the Group and strive to prevent reoccurrence of product accidents.


Activity Example: Promoting Product Safety Information Sharing

In Toshiba Group, the plans and results of product safety-related activities of in-house companies and key group companies are

investigated and the information is shared by the Group.

To boost activities, in FY2011, the persons in charge of product safety issues in in-house companies and Group companies began

holding meetings to exchange opinions and information.

By learning about the aspects of safety that vary depending on the nature of products, they have contributed to improving product safety.

Such product safety exchange meetings were rated highly by third parties and cited by the Ministry of Economy, Trade and Industry as a

reason for officially commending Toshiba as a company that excelled in taking product safety measures.

In FY2013, we further developed these activities and launched a Group-wide Safety No. 1 Working Group. The Working Group

systematically reviews and promotes initiatives including formulating safety design standards common to all Toshiba Group companies

and creating a database/sharing information on examples of products that do not comply with safety standards.

Response to Long-Term Used Product Accidents

To ensure safety we have asked our long-term users of CRT TVs to conduct safety checks. For refrigerators, to prevent electric fires or smoke

caused by long-term use and deterioration, we distributed flyers requesting customers to stop using products that had been used for more than

25 years since the purchase.

We also provide information on inspection and labeling system for long-term use products and also provide consultations.

Announcements to ensure that products are used safely and appropriately (Japanese)

Safety Considerations Concerning Electromagnetic Waves

Toshiba Group is involved in standardization work of the International Electrotechnical Commission through the activities at the Japan

Electrical Manufacturers' Association (JEMA) for home appliances and the activities at the Association of Radio Industries and

Businesses (ARIB). These activities allow Toshiba Group to keep abreast of the latest information. We are adhering to the standards

specified by these organizations to ensure safety concerning electromagnetic waves.

Product Safety Evaluations by Third Parties

We ensure thorough compliance with the product safety-related rules and regulations throughout the Group and also conduct periodic audits.

The Chief Quality Executive plays a central role in holding product safety-related events aimed at raising the safety awareness of employees

and proactively discloses information on initiatives for product safety based on third-party evaluations.

Example: Toshiba Group officially commended in FY2012 as an outstanding company that excelled in taking productsafety measures. Toshiba received Director-General for Commerse, Distribution and Industrial Saftey Policy Award inthe METI Minister's Awards for Best Contributors to Product Saftey

In November 2012, Toshiba Group was officially commended by a Director-General for Commerce, Distribution and

Industrial Safety Policy Award the Ministry of Economy, Trade and Industry as an oustanding company that excelled

in taking product safety measures in the FY2012 6th METI Minister's Award for Best Contributions to Product Saftey.


http://www.toshiba.co.jp/info/index_j.htm#use

http://www.iec.ch/

http://www.jema-net.or.jp/English/

http://www.jema-net.or.jp/English/

http://www.arib.or.jp/english/index.html

http://www.arib.or.jp/english/index.html

Toshiba TEC receiving the award from METI

Important Evaluation Points in the Screening Process

Initiative for ensuring sharing of product safety information among businesses

As different businesses are subject to different statutory limitations and product risks, Toshiba Group has set up a new series of

meetings for exchanging product safety information in order to ensure that each business unit’s effective methods for taking safety

measures are shared with others. In this way, the Group works to better realize our safety initiatives.

Evaluation tests to prevent product defects

Toshiba Group strives to prevent product accidents by using both thermal fatigue simulations and multiple stress tests in our PC and TV

development processes to predict product defects.

Establishing a product safety management system led by quality supervisors

By assigning to each business a quality supervisor responsible for overseeing quality and safety throughout product life cycles, Toshiba

Group has built a product safety management system across our wide range of business sectors and simultaneously established closer

cooperation among our business units.

Reference website: Ministry of Economy, Trade and Industry’s website concerning the official commendation of companies that excel

in taking product safety measures

Example: Toshiba TEC Corp. officially commended in FY2009 as an outstanding company that excelled in takingproduct safety measures with a Minister of Economy, Trade and Industry award

Group companies also develop their own programs for product safety. Toshiba TEC Corp.

developed its product safety program with the aim of winning an award for its product safety

measures from the Ministry of Economy, Trade and Industry and receieved a METI Minister's Award

in the FY2009 in the METI Minister Awards for Best Contributors to Product Safety in the category

of "large manufacturer and importers". We will continue to make challenges at Toshiba Group.


1

2

3

Study session on advertising and labeling

CSR Performane: Customers (Consumer Issues)Information on Product Safety


Continued to enhance efforts to accelerate the collection of products subject to recall

Policy on Information and Labeling Related to Products

Toshiba Group provides accurate product information and executes appropriate advertising in accordance with the Toshiba Group Standards of

Conduct, the Code of Fair Competition for Home Appliances1 and other policies.

Quality assurance organizations of in-house companies and affiliated companies monitor the safety standards of the countries where products

are marketed and technical standards such as the UL Standards2 and CE Marking3 to ensure that their product labeling is in compliance with

the relevant standards.

Toshiba Group Standards of Conduct Chapter 1 1.Customer Satisfaction

Toshiba Group Standards of Conduct Chapter 1 14. Advertising

Code of Fair Competition for Home Appliances: Authorized by Japan Fair Trade Commission in 1978 in accordance with the Act against

Unjustifiable Premiums and Misleading Representations, implementation of this code is governed by the Home Electric Appliances Fair

Trade Conference. The code specifies prohibition of misleading representations, matters requiring representation, standards for

representation of certain matters, etc. The objective is to contribute to consumers' 'well-informed selection of products, prevent

inducement of customers by means of unjustifiable premiums and misleading representations, and ensure fair competition.

UL Standards: Safety standards issued by Underwriters Laboratories Inc., a U.S. not-for-profit product-safety testing and certification

organization. UL has developed standards for materials, products and facilities.

CE Marking: This mark indicates that the product bearing it is in compliance with safety standards of the European Union (EU). CE

Marking is mandatory for certain types of products sold in the EU.

Education on Product Information and Labeling

In March 2014, a study session jointly organized by Toshiba's Corporate Communication Division

and Advertising Division was held among approximately 140 persons in charge of in-house

companies and key group companies in order to reinforce compliance with the laws related to

advertising and labeling.

Compliance with Regulations and In-House Standards Regarding Products

In FY2013, there were no cases in which regulations and in-house standards regarding safety and health were violated in product or service life

cycles. There were also no cases in which regulations and in-house standards regarding product/service information and labeling were violated.


http://www.toshiba.co.jp/csr/en/performance/customer/pdctdisclosure.htm#pdc_06



Disclosure of Product Safety and Quality Information

In the event of a defect or accident resulting from a Toshiba product or service, we promptly report the details to the competent authorities in

accordance with prevailing laws and regulations. Also, in order to notify customers of such accidents as quickly as possible, depending upon the

severity of damage or frequency of occurrence, we disclose product accident information to our customers via newspapers, websites, etc.

Through our corporate website, we disclose information on accidents involving our products as posted on the website of the Consumer Affairs

Agency. We also proactively disclose information concerning serious accidents, even when it is unclear whether such accidents are attributable

to Toshiba products or not.

In addition, we allow accessibility through the use of mobile phones to information on the safety and quality of our products listed in the section

of “Important Notices to Customers of Toshiba Products” on our corporate website (Japanese).

Also, we prepare flyers on products subject to recall that have particularly high risks of causing a fire, such as air conditioners, CRT TVs, LCD

TV / DVD combo, VCR, humidifier, halogen lamp equipment, and compact fluorescent lights. We are also developing activities to recall our

products more quickly, such as checking whether customers have any defective products when visiting them for repairs or inspections,

distributing product flyers at post offices and checking whether there are any products subject to recall in high-risk nursing care facilities.

(PDF:554KB)

Flyer showing products subject to recall (Japanese)

With respect to the vertical washer-dryer that was made subject to recall in FY2013, we are requesting all Toshiba Group employees, including

not only their families but also their relatives, neighbors and friends, to provide product information and to cooperate in repairing defective

products.

Disclosure to Ensure Safe Use of Products

Although products are equipped with various safety features, they may not be sufficient to ensure complete safety if products are in use for very

long periods of time or the operating environment or conditions are extreme. To ensure safe use of products, Toshiba Group describes correct

handling of products in users' manuals and, if necessary, through alerts placed in newspapers and on the website, or communicated by means

of leaflets, etc.

Disclosure of information to Toshiba product users

How to reduce the power consumption of Toshiba productsAudiovisual/digital equipment and home appliances

How to efficiently reduce power consumption(Japanese)

How to have Toshiba products repaired after a disaster and what to do during a power outageAudiovisual/digital equipment and home appliances

Consulting services for home appliance repair in disaster-affected areas(Japanese)

Special repair service for Toshiba PCs in disaster-affected areas(Japanese)

What to do with major home appliances during a power failure(Japanese)

Housing equipmentWhat to do with Toshiba Carrier products, such as industrial air conditioners, industrial water heaters, and Toshiba Nextair systemsduring a power failure (Toshiba Carrier Corporation)(Japanese)

Operation of emergency lights and guide lights during a power failure (Toshiba Lighting & Technology Corporation)(Japanese)

Precautions regarding the operation of lighting control equipment during a power failure (Toshiba Lighting & Technology Corporation)(Japanese)

Systems, energy, and social infrastructureImportant notice for medical equipment users (Toshiba Medical Systems Corporation)(Japanese)

How to operate a home photovoltaic power generation system in autonomous operation mode during a power failure(Japanese)



http://www.toshiba.co.jp/csr/en/performance/customer/pdf/pdc_01.pdf

http://www.toshiba.co.jp/csqa/contact/support/info/setsuden.htm

http://www.toshiba.co.jp/csqa/contact/support/info/20110328.htm

http://dynabook.com/assistpc/info/service/20110315.htm

http://www.toshiba.co.jp/csqa/contact/support/info/teiden.htm

http://www.toshiba-carrier.co.jp/messages/index_j.htm

http://www.tlt.co.jp/tlt/faq/faqkigu/faqkigu1.htm#pf

http://www.tlt.co.jp/tlt/information/seihin/save_electricity/save_electricity.htm

http://www.toshiba-medical.co.jp/tmd/press/

http://www.toshiba.co.jp/sis/h-solar/attention/20110314_01.htm

Cautionary circulars

Elevator / Escalator safety campaign at akindergarten

How to prepare multi-function printers and fax machines for a planned power failure (Toshiba Tec Corporation)(Japanese)

Toward the development of disaster-resistant elevators (Toshiba Elevator and Building Systems Corporation)(Japanese)

How to prevent Toshiba products from toppling overAudiovisual/digital equipment and home appliances

Measures to prevent equipment from toppling over(Japanese)

Activity Example: Raising awareness to prevent incidents due to long-term use of household electrical appliances

In order to prevent accidents attributable to the deterioration of home appliances over long-term use, in April

2008, the METI promoted consumer awareness on this issue by distributing nationwide cautionary circulars. To

further raise awareness on this issue, Toshiba Group distributes cautionary flyers during repair visits, publicizes

information on its website and has put in place a call center* to respond to inquiries from customers. In April

2009, the Consumer Product Safety Act was revised, and inspection and labeling system for long term use of

products was enforced. While complying with the requirements under this system, Toshiba Group is also

providing necessary information to the customers through its website as well as consultations through the call

center* .

* An inquiry center for providing guidance on the long-term use of home appliances

Activity Example: Education on the proper way of using elevator and escalator

Toshiba Elevator and Building Systems Corp. organizes nationwide safety campaigns to

provide instructions concerning the correct use of elevators and escalators, mainly to

children in kindergartens and elementary schools. This event has been continuing for over

the last 30 years, thanks to the cooperation of local communities, including the children and

guardians who participated in such events.

Recently, the number of participants has been growing, owing to the growing concern in the

safety of elevators and escalators. In FY2013, the campaigns were held nationwide with the

total of 1,603 children and their guardians’ participation. We also held a safety campaign to

demonstrate how to respond in a situation in an elevator during an earthquake or power

failure with 1,565 participants.

Furthermore, The Company also promoted local resident-oriented activities, including

making a presentation at a lecture session held by the Shinagawa Ward CSR Council, and appearing in its booklet.

Activity Example: Remote maintenance of medical equipment

In order to ensure the safety and reliability of medical equipment, Toshiba Medical System Corp. is promoting the global use of a remote

maintenance system called InnerVision™ Plus, which monitors customers’ equipment around the clock and automatically detects system

failures at an early stage. For example, this system places the highest priority on promptly reporting system failures regarding

cardiovascular system equipment and mammography equipment and informs customer engineers of automatic failure analysis results

using advanced alert features. When issuing a failure alert, the system informs users not only of detected failures but also of on-site

repair procedures and parts that need to be replaced using accumulated data on troubleshooting. At present, we are working to provide

procedural guidance for improving equipment performance by automatically analyzing information on equipment operation and by

acquiring data on how the equipment is being used, as well as to predict the life of X-ray tubes based on data on equipment operation.

Activity Example: Notices to ensure safe use of products

To ensure safe use of household electrical appliances, Toshiba publishes notices on correct use with illustrations on its website.

Products: Refrigerator, Japanese-style electric heater, electric stove, electric blanket, rice cooker, etc.


http://www.toshibatec.co.jp/page.jsp?id=1206

http://www.toshiba-elevator.co.jp/elv/repair/elevator/disaster/index.html

http://www.toshiba.co.jp/csqa/contact/support/info/tentou.htm

http://www.toshiba.co.jp/info/meti200806.pdf

*

Activity Example: Seminars for consumers on electric appliances

Toshiba assigns employees to serve as instructors at seminars for consumers held by consumer affairs bureaus to communicate

accurate product information and advice on safe usage. Over 300 consumers participated in the seminars held 17 times in FY2013.

Compliance with Regulations on Advertising and Labeling

In FY2013, as a result of our strict implementation of the Manufacturing Labeling Standards, there were no violations of the Act Against

Unjustifiable Premiums and Misleading Representations among Toshiba Group companies.

Manufacturer Labeling Standards: These standards were authorized in 1978 by the Japan Fair Trade Commission in accordance with the

provisions of the Act Against Unjustifiable Premiums and Misleading Representations. In the home appliance industry, these standards are

implemented by the Home Electric Appliances Fair Trade Conference. The Manufacturer Labeling Standards stipulate rules regarding the

prohibition of false labeling, items necessary for labeling, and standards for labeling specific items. The standards aim to ensure fair

competition by helping general consumers appropriately choose products and by preventing unfair means from being used to attract

consumers.


CSR Performane: Customers (Consumer Issues)Enhancement of Customer Satisfaction

Toshiba Group Customer Satisfaction Policy

Adhering to the Toshiba Group Customer Satisfaction Policy established in 2003, we aim to enhance customer satisfaction (CS) through the

provision of safe and innovative products, systems and services as well as through communication with customers.


We make the voice of customers the starting point for all ideas and provide products, systems and services that deliver customer

satisfaction.

1. We provide products, systems and services that are safe and reliable.

2. We respond to requests and inquiries from customers sincerely, rapidly and appropriately.

3. We value the voice of customers and endeavor to develop and improve products, systems and services to deliver customer

satisfaction.

4. We provide appropriate information to customers.

5. We protect personal data provided by customers.


CS Promotion Structure

For cross-functional activities in accordance with the Toshiba Group Customer Satisfaction Policy, the following working groups (WGs) have

been set up.

After-sales Service Enhancement WG

Members: After-sales service sections of Group companies in Japan

Activity: Implementation of measures to enhance the quality of after-sales services.

Contact Center Enhancement WG

Members: Over 30 Contact centers of Group companies in Japan

Activity: Implementation of measures to enhance the quality of Contact Center services.

Customer Satisfaction (CS) Promotion Structure



Customer Satisfaction (CS) Survey

Toshiba Group conducts a CS survey (also called Voice of Customer survey) for implementation of a PDCA (Plan-Do-Check-Act) cycle for

continuous improvement of customer satisfaction.

Since FY2005, the CS survey has been conducted Group-wide, covering individual and corporate customers to find out their views on Toshiba

Group's products, prices, repair services, etc. The findings are shared among the personnel concerned, including senior executives, and

executed in activities to enhance CS.

Toshiba Group's CS Promotion Cycle

Conduct surveys andanalyze the results

Based on the periodic survey conducted every year, the positioning of Toshiba against other competitors as well as changes in VOC are

constantly examined, and strategies and measures for improvement are formulated. (Surveys have been conducted nine times as of June

2014.)

To develop strategies suited to the needs of emerging economies, we have enhanced our surveys of individual customers in developing

countries since 2011 in order to develop products and sales strategies that meet local needs.

Share the survey resultsand ensure penetration

Chief Business, Marketing and Technology Executives gather to share the survey results in their department and to ensure that the voice of

customers is widely and thoroughly penetrated.

For issues which are common to the entire Group, a cross-functional project is set up to implement the improvement activities.

Formulate and implementimprovement activities

Survey of Corporate Customers: For customers providing continuous and strict feedback, improvement measures are formulated without fail.

From onward, the structure will be further reinforced to achieve improvement activities.

Survey of Individual Customers: Based on the voice of the customers who also use competitors’ products, the strengths and weaknesses of

Toshiba products can be analyzed to better understand the needs of the customers and help in product development.

Assess activities

A self-assessment of the improvement measures of the past one year was conducted against the survey results. As a result, the issues appear

highlighted so that more effective measures can be implemented.

CS Survey of Corporate Customers

In FY2013, we received responses from approximately 2,300 people representing over 800 corporate customers, and executed the results of

response analysis to improve sales and marketing, products and services, as well as in better provision of information to customers. In addition,

we received a total of 4,130 opinions and requests. As a result, a total of Group-wide improvements plans are being promoted upon analysis of

such opinions and requests.

Surveyrespondents

Corporate customers of Toshiba's products and services

Survey itemsEvaluation of the degree of satisfaction with regard to Toshiba products, sales activities, and maintenance and repairservices Other customer requests related to the above


FY2012 Survey Results FY2013 Survey Results

Opinions and Requests

Sales & Marketing

Request to provide ground-breaking proposals for the future

Request to provide proposals that meet our needs on timely manner

Request to take an active part in making proposals for combining Toshiba Group’s various products and technologies

Desirable to possess more technical skills

Desirable to have speedy information on new products and technological trends

Request better coordination with technical and maintenance divisions

Regular visits are desirable

Strengthen support overseas

Technology & Product

Request that product development be specifically based on consumer needs

Request to enhance proposals based on advanced technologies

Request to further enhance product quality and reliability

Request to ensure that skills are passed onto members of younger generations

Delivery & Production

Desirable to speedily inform the delivery status of goods

Request better coordination between the sales team and the production team

Price

Desirable to provide an easy explanation of the basis of calculation of quotations

Request　that the costs include the running costs as well as the innitial cost

Maintenance & Repair Service

Request to further accelerate emergency and repair service procedures

Request for improvements on service maintenance menu and other remediation in response to customer needs

Desirable to eliminate the differences in technical levels

Request for an easy explanation of the details of repair services


Purpose of Personal Information Use

Activities Based on the Survey Results

Strengthen Providing Suggestions and Proposals

At Toshiba Semiconductor & Storage Products Company, in order to meet customers’ requests for information on advanced technologies

and for total solution proposals, organizations within the Sales Division that specialize in system proposals will enhance proposal

services in collaboration with related divisions.

Reinforcement of the Structure for Executing Improvement Measures

At our Railway & Automotive Systems Division, in order to strengthen CS activities, we share concrete survey feedbacks among

corporate divisions, factories, Group companies in change of maintenance and repair services, and distributors relevant to the business

unit, having all of the concerned parties involved in the corrective action process.

In the air-conditioning and heat source equipment business, we are promoting measures to collect individual requests from customers in

each of our sales channels to reflect them in our business activities. We are also working to respond to customers’ needs regarding the

Circulation Heating Pump Unit “CAONS,” one of our flagship products, based on data on customers’ needs and dissatisfactions.

Overseas CS Surveys

In an effort to make improvements based on VOC, Toshiba Group continuously conducts nationwide CS surveys (VOC surveys). In FY2013, we

conducted VOC surveys on the use of home appliances and living conditions in several emerging economies.

We received responses from approximately 70 households in metropolitan areas, from among which we chose 20 households to conduct

personal interviews. Survey results are analyzed and shared among related divisions in Japan and overseas to develop product planning and

sales promotion strategies.

Policy for Customer Information Protection

Toshiba clearly states the purpose while using customer personal data and, in principle, obtains direct personal data

based on the consent of customers and other individuals. The majority of personal data is basic personal data essential

for contacting customers or providing services, such as name, address, telephone number, and email address. The

principal purposes of use of personal data with Toshiba are published on the following website.

Toshiba appropriately handles personal data in accordance with internal regulations and rigorously controls personal data

using a framework integrated with the data security management structure.

Intended Use of Personal Data


http://www.toshiba.co.jp/privacy/privacy.htm

http://privacymark.org/

CSR Performane: Customers (Consumer Issues)Customer Service and Support


Comprehensive manner training for call centers in order to improve customer satisfaction with after-sales services in emergingcountries

Policy on Customer Support

In accordance with the Toshiba Group Standards of Conduct and Toshiba Group Customer Satisfaction Policy, Toshiba Group employees are

committed to responding to requests and inquiries from customers sincerely, rapidly and appropriately. The basic approach, “Serve all

customers with care,” formed in 1999 underpins Toshiba Group's customer support.



Revision of Rules and Manuals

In line with the establishment of the JIS Q10002 management system for handling complaints, “Quality Management-Customer Satisfaction-

Guidelines for Complaints Handling in Organizations,” in June 2005, Toshiba revised its Customer Complaint Manual and the Basics of Dealing

with Customers in April 2007, and has conducted business operations in accordance with the revised manual. We will continue to revise the

manual, as needed, endeavoring to ensure inculcation of the revised manual by posting it on the intranet and conducting orientations.

Structure for Customer Support

Customer Support

We have set up product-wise call centers in various countries. Each call center formulates its own targets for improving the quality of customer

support.

The managers in charge of the contact centers in Japan meet regularly since FY2005 to exchange information on developing and implementing

plans, including telephone response skill training, CS awareness surveys for contact center staff, and self-checks on response quality.


http://www.toshiba.co.jp/csr/en/performance/customer/cscontact.htm#csc_07


http://www.toshiba.co.jp/csr/en/performance/customer/cs.htm#CSSUISIN

Joint training for field engineers in Japan Customer satisfaction awareness training forservice technicians in Vietnam

Business call center in India (TVs and PCs)

Customer-oriented service training forservice engineers in India

Service manner pamphlet (Chineselanguage edition)

Major Contact Centers for Individual Users

Structure for Repair and Service

Toshiba Group's structure for repair and service is organized according to products. We are working to enhance repair and service quality so

that customers can use Toshiba products safely for a long time.

In Japan, Toshiba Group is working toward improving the quality of services. For the same, an "After service Enhancement Working Group" has

been set up to share issues and develop improvement measures.

Education and Training for Repair and Service Staff on Customer-oriented Service

Toshiba Group companies in charge of repairing home appliances, elevators, medical systems, POS systems, digital MFPs, and PCs have

formed a working group to share information on problems and make improvements.

To facilitate the provision of services tailored to the needs of individual customers and companies, the working group established a sub-group

called the Toshiba Group CS Service Committee, which has close ties with the local community.

In emerging countries, to improve customer satisfaction with after-sales services, we started providing education on customer-oriented service

and etiquette training in FY2011. In FY2013, we conducted customer-oriented service training in China, and call center training in India,

Indonesia, Vietnam and Singapore. In addition, with a view to improving the quality of operators’ services at call centers, we formulated service

quality standards for operation management.


Customer Support and Training Center(Japan)

Enhancement of Response and Support to Customers

Initiatives for Handling Inquiries from Customers

Contact Center Enhancement working group develops and implement plans for Toshiba Group companies such as providing training on

telephone response skills, conduct CS awareness surveys for contact center staff, and conduct self-checks on response quality. In addition,

since FY2009, Toshiba Group Contact Center Awards is held every year.

In November 2013, we held the 5th Toshiba Group Contact Center Awards involving the participation of 21 operators in charge of customer

services, selected from 16 contact centers. Through such events, we rewarded the efforts of skilled, customer-oriented operators and shared

their skills and outstanding responses among the contact centers as a means to enhance overall quality.

Initiatives for Providing Repair and Other Services

Activity Example: Prompt maintenance support and new services in Toshiba Elevator and Building Systems Corporation

On the day of the Great East Earthquake, the staff of Toshiba Elevator and Building Systems Corporation began visiting buildings in

difficult circumstances due to major aftershocks and disruptions of public traffic and communication systems. The following day on March

12, the first group of employees and staff arrived in the Tohoku area. Staff from branches and offices, manufacturing sites, and business

partners as well as technicians arrived from all over Japan by registered emergency vehicles via emergency access roads. The support

staff have been working on the prompt recovery of affected elevators by utilizing an integrated system of design, manufacturing through

maintenance service, and a nation-wide service network, and their efforts continue to this day. As part of the measures to prepare for

post 3.11 aftershocks and scheduled blackouts due to exceeding demand for power, the Company also established an information

service for “elevator operation information during earthquakes,” in which information on the operation of elevators can be checked via

computer when earthquakes occur, and a “service to stop elevator operation by remote control” that is free of charge from September

1,2011 (Disaster Prevention Day in Japan). In response to the experiences gained from the Earthquake, Toshiba Group companies that

provide aftersales services are currently working on revisions of disaster response manuals to improve our system to offer better

services without interruption in the case of a disaster.

Activity Example: Providing quick services after the Great East Japan Earthquake

As a result of the Great East Japan Earthquake, the Sendai service station of Toshiba Service & Engineering Co., Ltd., which is

responsible for repairing home appliance products, had to suspend its operations mainly because its buildings were damaged. However,

on March 22, eleven days after the disaster, the company resumed its operations on a full scale as the communication infrastructure

returned to normal.

During this interval, its personnel continued to attend to repair requests at the contact center. In particular, there were many requests

from affected people for repair of LCD TVs and water heaters, and at one time, the number of such requests rose to ten times as many

as usual. In order to provide services quickly, a total of over 120 field engineers from the company nationwide were shifted to the Tohoku

region for repair services. In addition, in cooperation with Toshiba Carrier Corporation, a temporary service station specializing in water

heaters was set up in Sendai.

Despite the fact that some of the field engineers had also been affected by the earthquake, they promptly attended to repair requests,

and this was greatly appreciated by many customers.

Activity Example: Toshiba Medical Systems Corp.

At Toshiba Medical Systems Corp. (TMSC), to support customers in making maximum use

of delivered equipment, we provide a variety of training programs for service engineers,

application specialists and overseas hospital engineers at the Customer Support and

Training Center. For example, we have been providing a service training program for

overseas customers since 2000. With a total of 183 customers from 29 countries having

participated in the program so far, the demand for the training is still growing from year to

year. In recent years, the program has been provided not only to hospital engineers, but also

to instructors who teach how to use X-ray and other medical equipment at universities, technical colleges and technical/occupational

training centers to which we have delivered our products. After a training session, we conduct a questionnaire survey on the training in

order to reflect customers’ needs in the program.


Toshiba Elevator and Building SystemsCorp. facility training building

TOSHIBA TEC Solution Service Corp.Contact Center

Activity Example: Toshiba Service & Engineering Co., Ltd.

Toshiba Service & Engineering Co., Ltd., a provider of repair and maintenance services for home appliances in Japan, has been

continually providing training to enhance technical skills. In addition, since 2006, the company has held annual training for enhancing the

quality of response to customers for all service engineers, including those of partner companies nationwide, and in FY2013, about 2,000

participants including field engineers of partner companies and managerial staff attended such training. Every semester, the company

has been implementing trainings under different topics to improve the quality of skills for customer satisfaction.

Education and Training of Employees on Dealing with Customers

Understanding the importance of customer satisfaction is emphasized in Toshiba Group employee training on the skills necessary for dealing

with customers.

In addition, we also provide a variety of manuals, including the Customer Service Manual and Collection of Telephone Responses to Customers,

as well as raise employees’ customer service awareness through employee briefings and publication of information on the company website.

System to Facilitate Handling of Customer Inquiries and Claims

We have a database system to compile major customer inquiries and claims which we report to the concerned division and the top

management.

We not only deal with customer inquiries and claims but also make efforts to prevent the recurrence such claims.

Checks and Audits concerning Customer Support

Since 2005, self-audits of major call centers have been continuously performed once a year since FY2005 using the Contact Center Quality

Checklist unique to Toshiba.

High priority items which have low implementation status are focused, and targets are set. Accordingly, measures for improvement are

implemented, such as customer response skill training, monitoring, etc.

Case Studies on Efforts to Improve Customer Support

Activity Example: Toshiba Elevator and Building Systems Corp.

Toshiba Elevator and Building Systems Corp. constructed a new facility training building on

the site of the Toshiba Fuchu Complex in FY2013. This new building, which also functions

as a showroom, is designed for providing maintenance services for elevators and building

facilities as well as for conducting engineer training in order to improve facility construction

skills. The building is equipped with a high-rise elevator shaft for skills training on the

maintenance of high-speed elevators. Such elevators have been increasing in number in

recent years as increasingly taller buildings are erected. This facility training aims to ensure

safety and comfort during high-speed elevator operation. In addition, the East Japan Service

Information Center, which provides round-the-clock support services, including remote

monitoring of Toshiba elevators and building facilities, relocated to this building and

expanded its office in order to provide a variety of technologies designed to ensure security

for customers. A maintenance support system that makes use of mobile phones is also available to facilitate speedy recovery from

damage suffered due to an accident or large-scale earthquake.

Activity Example: TOSHIBA TEC Solution Service Corp.

TEC Engineering Corp., in charge of POS system maintenance, monitors networks around

the clock throughout the year for customers with service contracts and provides support,

remote maintenance, and failure recovery services.

In order to enhance the level of customer satisfaction, the company solicits customer

opinions to understand customer needs and mobilizes them to improve the level of services

as well as daily operations.


Newly constructed Three R Center

Activity Example: Toshiba Medical Systems Corp.

Sale of recycled equipment:

When customers introduce the latest equipment to provide advanced medical care, existing

equipment that can still effectively perform its functions is sometimes discarded. In some

cases, such equipment is sold as used products without proper maintenance or without the

capability to fully perform its functions. Since 1992, Toshiba Medical Systems Corporation

has been offering trade-in services for such equipment to maintain it at maintenance centers

in Japan, the United States and Europe for resale in regions that are in short supply of

medical equipment.

In November 2013, we established the Three R Center within the head office of Toshiba

Medical Systems Corp. and started maintenance services for the Aquilion 64 CT system. We

have shipped nine pieces of recycled equipment to facilities in Japan, South Korea, India,

Pakistan and Venezuela. Under current circumstances in which many used products are recycled and distributed by third parties,

maintenance and recycling services offered by manufacturers themselves provide customers with a sense of security in terms of product

quality and safety. We aim to promptly establish maintenance and recycling services in order to further promote medical equipment

trade-ins.


CSR Performane: Customers (Consumer Issues)Sharing and Utilization of Voice of Customer

Policy on Sharing and Utilization of Voice of Customer

The Toshiba Group Standards of Conduct and the Toshiba Group Customer Satisfaction Policy state that Toshiba values the voice of customer

and strives to provide products, systems and services that deliver customer satisfaction.



Framework for Sharing and Utilization of Voice of Customer (VOC)

At Toshiba Group, all parties concerned, including top executives, share information on customers' complaints, opinions, and requests about our

products and services received through our daily sales, repair, and service activities, and via telephone or the internet, in order to improve the

quality of our products and repair services.

Based on frequent inquiries from customers about Toshiba Group's video and information devices and home appliances, we discuss how to

make improvements for each product at periodic meetings held by divisions in charge of product design and development in order to have

customer feedback reflected in our products.

Improving Products and Services with VOC as the Starting Point of Concept Development

After the launch of new home electronic products, Toshiba Group collects VOC via its sales team, service personnel at contact centers, and the

website. The VOC is analyzed and the results are shared with product planners, quality managers, and sales groups so as to use it effectively

for product improvements. This mechanism has become an integral part of the Group’s business operations. In overseas markets, Toshiba

Group conducts VOC analysis and in-person visit surveys to identify the needs of customers in regions with various climates and customs.

In FY2013, in addition to Hanoi and Ho Chi Minh City, where we interviewed customers in FY2012, we also visited customers’ homes in Long

Xuyen, a local city in the Mekong Delta, to conduct an interview survey in Vietnam. The survey provided valuable opportunities to have face-to-

face conversations with customers and obtain information not only about the actual use of home appliances in Vietnam and customers’ requests

but also about their daily lifestyles and dreams for the future.

We will share the survey results with the product planning and design divisions to enhance development and improvement efforts so as to

provide products and services that meet customers’ needs and realize their dreams.



http://www.toshiba.co.jp/csr/en/performance/customer/cs.htm#CSSUISIN

TCL's “Ask Toshiba” website

Activity Example: VOC-based knowledge disclosure on the Toshiba PC support website in Canada

Toshiba's Digital Products & Services Company, taking into account the fact that many inquiries at

its contact centers in Japan and overseas were related to the use of PCs, has enhanced the

information on its website.

For example, Toshiba of Canada, Ltd. (TCL) inserts links to its customer support site “Ask Toshiba”

as desktop icons on PCs, on the tool bar of Web browsers, on “favorites” menu bars, and so on in

advance, making it easy for customers to access the customer support site. “Ask Toshiba” enables

customers to search its knowledge database for answers to their inquiries by PC model, thus

increasing customer convenience. This improvement has helped to reduce the number of telephone

inquiries related to the use of PCs.

Ask Toshiba

Activity Example: Disclosing VOC of "REGZA" customers

Toshiba Digital Products & Services Company has been executing opinions of customers to enhance the "Omakase Donpisha

Kougashitsu" (automatic adjustment of the highest image quality) function and hard drive recording function, and to improve the REGZA

Program Guide of our REGZA LCD TVs.

In addition, part of the VOC is disclosed on our website as reference for the selection and use of the products.

Activity Example: Development of a mammography system minimizing discomfort and anxiety

One reason for the low rate of breast cancer screening using mammography is discomfort and anxiety at the time of screening. To

reduce patient discomfort and anxiety, we developed a system that reflects the opinions of radiological technologists and patients.

At Toshiba Medical Systems Corporation, application specialists, who serve as the interface between medical fields and development

teams, gather the opinions of medical specialists and patients for execution in product development.

The patient-friendly design based on ergonomic principles, which provides features, such as armrests to cushion the arms (patent

pending), use of material conducive to comfort for those portions that come into contact with the body, and rounded contours to help

create a relaxed atmosphere, has won numerous design awards in Japan and abroad, including the Good Design Gold Prize 2007,

Germany's Universal Design Award 2008, iF Design Award 2008, and Red Dot Design Award 2008.

Development of a mammography system minimizing discomfort and anxiety


http://web1.toshiba.ca/support/isg/center/en/

http://web1.toshiba.ca/support/isg/center/en/

http://www.toshiba-medical.co.jp/tmd/english/products/xray/mammo/index.html

CSR Performane: Customers (Consumer Issues)Universal Design


Released a lightweight and user friendly cleaner

Universal design at the Toshiba Science Museum

Policy Related to Universal Design

Toshiba Group is promoting universal design (UD) to contribute to realization of a society where everyone can live at ease and in comfort

regardless of age, gender and abilities.

In 2007, with a view to promoting universal design throughout Toshiba Group, particularly with the support of Universal Design Working Group

(WG), we established Toshiba Group UD Philosophy, UD Vision and UD Guidelines.

Toshiba Group Universal Design Philosophy

We create products attuned to people's aspirations. Toshiba Group contributes to realization of a society where everyone can live at

ease and in comfort regardless of age, gender and abilities

Toshiba Group Universal Design Vision

Transforming “can't use” to “able to use”, “hard to use” to “easy to use”, Toshiba's universal design aims to create products accessible

and safe to use for everyone. With the perpetual drive for innovation, Toshiba continues to explore ways to create more convenient and

easier to use products which, in our hope, will meet even greater number of peoples' standard for “want to use”.

Toshiba Group Universal Design Guidelines

・Intuitive use

・Simple use

・Low physical effort

・Equitable use

・Safety and minimal anxiety

(The Guidelines consists of the above five main principles and 15 sub principles.)

Universal Design Promotion Structure

The Universal Design (UD) Promotion Working Group (WG) established in 2005 is striving to incorporate the universal design concept in

development steps and is promoting dissemination of information on Toshiba's universal design internally and externally.

UD Advisor System

In FY2007, Toshiba Group initiated a UD advisor system and invited employees with disabilities to register with the system with a view to

obtaining their cooperation in the development and evaluation of UD products, irrespective of the divisions to which they belong.

In FY2010, the Group expanded the scope to include foreign national employees in order to step up UD promotion to meet the needs of

overseas markets, including emerging economies.

In FY2013, we conducted a survey on the working environment, in which diverse employees are working together, as well as a survey on

differences in handwriting style between nationalities. Also, in the development of the DaisyRings™ text-to-speech transliteration support

system that utilize speech synthesis technology, we interviewed UD advisors with visual disabilities to study how intelligible and understandable

text reading was. Since December 2013, we have been providing reading volunteers and library staffs with free access to an Internet system for

a verification experiment. This system is designed to help library staffs, reading volunteers and teachers to create content for people with visual

disabilities and dyslexia. The speech synthesis technology used in this system is also used for the voice guidance terminals at the Toshiba

Science Museum.




Cyclone cleaner

Guidance terminal

Exhibition at the museum

Detailed product information (Japanese)

Development of Universal Design Products

In developing products related to a wide range of fields such as home appliances, housing facilities, information equipment, and public facilities,

Toshiba adopts the human-centered design process emphasizing users' perspectives, incorporating the needs of many customers as possible.

Activity Example: Releasing a lightweight and user friendly cleaner

Toshiba released compact, lightweight cyclone cleaners (main body weights: 2.3 kg/2.9 kg/3.3

kg) that are friendly to users who usually hold the cleaner body during cleaning. The main body

is designed to be as smooth as possible to protect clothes from getting caught in the machine

while the user is holding the cleaner. The cleaner is also designed to easily pass through narrow

spaces and move around when cleaning is done with the main body placed on the floor. It also

has a number of other features, such as being lightweight and capable of operation without

extra force, and the use of the “Rakuwaza Easy Skill Grip” mechanism to reduce the burden on

the wrist and to allow natural posture during cleaning.

Website for information on the cyclone cleaner (Japanese)

Website for information on Toshiba Universal Design and cleaners (Japanese)

Activity Example: Universal design exhibition at the Toshiba Science Museum

In January 2014, the Toshiba Science Museum opened on the second floor of the Smart

Community Center in front of Kawasaki Station.

The museum presents exhibitions designed for visitors with baby carriages and visitors in

wheelchairs, provides guided tour service by attendants in Japanese, English and Chinese, and

makes guidance terminals available that introduce visitors to exhibits using speech, characters

and images in Japanese, English, Chinese and Korean in the history section. There are also

facilities such as a multi-purpose toilet room that includes diaper changing tables and ostomate*

friendly toilets, so that a wide range of visitors can enjoy the exhibitions.

Website of the Toshiba Science Museum

* Ostomate: a person with an artificial anus or bladder due to disease or disability

Promotion of Universal Design

Toshiba's UD efforts have created a great impact on the quality of life for many people. Toshiba recognizes that such efforts should be

communicated to as many people as possible, and participates in the International Association for Universal Design, Association for Electric

Home Appliances, etc. to create social awareness on universal design.

Reference site: International Association for Universal Design


http://www.toshiba.co.jp/rdc/detail/1402_01.htm

http://www.toshiba.co.jp/design/pr/ud/en/index.htm

http://www.toshiba.co.jp/living/lineup/cleaners/0157_k1_pic_01.html

http://www.toshiba.co.jp/design/pr/ud/personal17.html

http://toshiba-mirai-kagakukan.jp/en/index.htm

http://www.iaud.net/global/

CSR Performance: Community Involvement and DevelopmentSupport for Local Community Development

Contributing to Economic, Educational, and Cultural Development in Host Countries around the Worldwhere We Do Business

Toshiba Group contributes to the development of local communities and solution to issues imposed on them through not only our business

activities, but also our worldwide corporate citizenship activities. At our manufacturing sites, we have been making efforts to localize

management, foster management development, and promote local procurement. We have also contributed to the development of social

infrastructure in developing and emerging countries in addition to the development of products that meet the needs of local communities.

In an effort to provide continuous support to the areas affected by the Great East Japan Earthquake, we are making plans for the restoration and

development of local communities in these areas based on local interviews and the analysis of local needs.

Tohoku Earthquake and Tsunami


Contributing to Solving Regional Social Issues through Business

Social Infrastructure Business such as Smart Community

The rapid growth in world population, concentration of people in cities, increasing demand for energy, and information explosion due to ICT and

networking-all of these issues are becoming increasing concerns, resulting in the urgent need to innovate in the areas of energy and storage. At

the same time, city dwellers seek comfortable, convenient, safe, and secure living environments and earnestly desire solutions that support such

lifestyles. “Smart communities” are expected to be one such solution to balance these interests. In order to contribute to the development of

affluent future communities, Toshiba Group will carry out smart community projects around the world.

Smart community by Toshiba Group

Created new category “Social Contributions by Business” to Corporate Citizenship Award to Promote Contribution toSolving Global Social Issues through Business

In FY2013, in addition to the conventional Corporate Citizenship Award, Toshiba Group created a Business Division Award to promote

contributions to solving global social issues through business. Based on recommendations from business divisions, we assessed and selected

projects for the awards from the perspectives of problem-solving potential and citizenship through extensive discussions with five outside

evaluation committee members from NPOs and NGOs.


http://www.toshiba.co.jp/csr/en/performance/community/development.htm#dev_A

http://www.toshiba.co.jp/csr/en/performance/community/development.htm#dev_B

http://www.toshiba.co.jp/csr/en/performance/community/development.htm#dev_D

http://www.toshiba.co.jp/csr/en/performance/community/development.htm#dev_I

http://www.toshiba.co.jp/csr/en/performance/community/development.htm#dev_E


http://www.toshiba.co.jp/csr/en/performance/community/development.htm#dev_G

http://www.toshiba.co.jp/csr/en/performance/community/development.htm#dev_H

http://www.toshiba.co.jp/csr/en/performance/community/development.htm#dev_C


Cleanup work by Toshiba With employee

Yayoi Tanaka (President of Japan NPO Research Association)

Geothermal power generation

Emiko Nagasawa (Keidanren Business Service Planning Office Director)

FY2013 Corporate Citizenship Award in “Social Contributions by Business” Category

Support for the employment and independence of intellectually disabled peopleToshiba With Corporation

Toshiba With Corporation is a Toshiba Group subsidiary established in 2005. At Toshiba

With, employees with intellectual disabilities are engaged in business operations for

cleaning, printing, mail delivery, and health care within Toshiba Group. Through these

operations, employees learn about work responsibilities, sense of purpose, and enjoyment in

work, along with social rules and manners in order to achieve independent living.

The independence of the people with intellectual disabilities requires not only employment

opportunities, but also support in living, including lifestyle and health management. To this

end, the company works in close collaboration with disabled people’s families and support

organizations to create a unified support system.

We will continue to support promoting awareness and understanding of disabilities, fostering

employee self-reliance, so everyone may play a more active role in society.

Comments by an outside evaluation committee member (chairperson):

Focused on the appropriate mission of supporting the independence of the people with intellectual disabilities,

this program provides such people with employment, by making the most of the advantage of the company in a

very appropriate way. Employment of disabled people requires not only the provision of workplaces, but also

consideration of their living conditions. I was especially impressed that the company is working in close

collaboration with local government organizations. This project still has room for improvement in terms of

profitability. However, if the company can work out measures to improve its profitability, it may succeed in

creating innovations in solving social issues regarding the employment of the people with disabilities.

FY2013 Corporate Citizenship Award in the Business Division Category

Reducing CO2 emissions and living in harmony with local communities using a compact geothermal power generation systemToshiba Power Systems Company Thermal and Hydraulic Power Division

Geothermal power generation is attracting public attention as a natural energy source that emits

relatively small amounts of CO2 . Toshiba started a business that makes effective use of geothermal

power generation at Nakao Hot Springs in the Okuhida region (in Gifu Prefecture). The company

developed an environmentally harmonious, compact power generation system; at the same time, it

proposed a new business model for living in harmony with the local community. In addition to using

steam to generate electricity and sharing hot water with spa service providers, the company’s

proposals also included providing an emergency power source to be used during disasters and creating

employment at the geothermal power station. Toshiba explained its business model through close

dialogue with the local community and achieved consensus among all interested parties.

The relationship with the local community becomes stronger as more and more local community

residents gain a deeper understanding of the project. Consequently, a foundation is being formed to

work together with local residents to solve social issues regarding the economic development of the

local community.

Comments by an outside evaluation committee member:

The company correctly understands the obstacles to geothermal power generation and is making efforts to

overcome the obstacles. In particular, I was impressed with the fact that the company is well aware of the

need to collaborate with stakeholders—and above all, local community residents—and is striving to

achieve multiple objectives so as to maintain the balance between environmental protection and economic

interests. Local residents’ expectations and satisfaction provide an effective driving force for the project.

We hope that the company will be able to establish similar relationships with local community residents in

other areas as well.


Weather radar being constructed

Medium-sized refrigerator released incountries in Asia

Home-visiting consumer survey

Established company in China

Development of Products that Meet Local Needs

Development of a weather radar for forecasting the occurrence of heavy rainfall and tornadoes

In August 2013, in collaboration with the National Institute of Information and Communications Technology

(NICT) and Osaka University, Toshiba developed a phased array weather radar to observe heavy rainfall

(local downpours) and tornadoes and started experimental weather observation on Osaka University’s Suita

Campus.

With conventional weather radars lacking the speed and accuracy required to forecast the occurrence of

heavy rainfall and tornadoes, it has been difficult to provide accurate information for evacuation. Therefore,

there are high expectations for the development of technologies that enable more detailed observation in a

shorter period of time.

We will continue the observation, which is also a performance assessment test, to study the mechanism of

unexpected local weather phenomena. At the same time, we aim to improve the accuracy of evacuation

information and to prevent accidents by detecting early signs of the phenomena.

Development of home appliances for Southeast Asia and other developing countries

Toshiba Lifestyle Products & Services Corporation periodically visits homes in different regions in

Southeastern countries, such as Thailand, Vietnam, and Indonesia as well as in India to conduct

consumer surveys through daily life observation and interviews. Based on survey results, the

company develops products that meet local needs.

In the development of refrigerators, for example, the company conducted research not only on

refrigerators but also on people’s lives in general to study their current lifestyles, signs of lifestyle

changes, and variance in the use of refrigerators in accordance with cultural background. Based on

the survey data, the company released a medium-sized refrigerator in countries in Asia in April

2014. Having a simple and sophisticated design, the refrigerator provides convenient and user-

friendly features that fit the changing dietary habits and lifestyles in Asia, such as large room for

vegetables bought in the market every day and a chilled compartment that keeps plastic-bottled

beverages for guests cool.

Job Creation and Human Resource Development

Establishing Toshiba Carrier Air Conditioning (China)

In January 2014, Toshiba Carrier Air Conditioning (China) began its operations in the Hangzhou

Economic and Technological Development Zone (Xiasha) in China. This company was established

for the purpose of manufacturing and selling highly efficient and reliable products, expanding job

opportunities for local people. It also aims to reduce burdens on the environment throughout the

product lifecycle with consistent operation of manufacturing, sales, and after-sales service.

Prior to the first production, Japanese engineers were dispatched for technical assistance in

purchasing precision parts for highly efficient motors from local vendors. We continue promoting

local procurement under the policy of localization.


Electric locomotive (15E) for iron oretransport for which Toshiba delivered electricproducts

Designer education session

Seafood from Miyagi Prefecture served atcompany cafeterias

Solar battery system installed on the rooftop of a building Toshiba LED street lamp

Training electric locomotive maintenance engineers in South Africa

From FY2006 to 2010, Toshiba Social Infrastructure Systems Company participated in bids held by

Transnet Limited, a South African public transportation corporation. In a project organized with

Mitsui & Co., Ltd. as the main contractor, Toshiba received, jointly with the South African train

carriage manufacture Union Carriage and Wagon (UCW), an order for 110 electric locomotive

carriages for coal transport and 76 carriages for iron ore transport. Toshiba completed the delivery

of all carriages by the end of FY2013. In order to support the safe operation of the railroad as well

as to generate employment and to train engineers, Toshiba also employs and trains local residents

as engineers for the maintenance and inspection of locomotive carriages.

Support for the employment and independence of people with intellectual disabilities

Toshiba supports the employment and independence of people with intellectual disabilities through Toshiba With. This support program was

awarded the Toshiba Group Corporate Citizenship Award in the business division category, which was newly created in FY2013.

FY2013 Corporate Citizenship Award in the Business Division Category

Supporting the training of industrial product designers in Thailand in cooperation with JEITA

In July 2013, with great interest in Thailand, Toshiba offered an advanced course of industrial

design with the theme of ecological design in cooperation with the Federation of Thai Industries

(FTI) and the Japan Electronics and Information Technology Industries Association (JEITA).

The FY2013 training session, the fourth in its series, was held for 16 employees of local companies,

most of whom were engineers. Based on their understanding of and experience in design thinking,

designers from the Toshiba head office guided trainees through a series of design processes, from

identification of issues in fieldwork to proposal and verification of solutions using prototypes, thus

supporting the development of industrial designers.

Serving seafood produced in Miyagi Prefecture at company cafeterias

Since September 2012, to support the recovery of the areas affected by the Great East Japan

Earthquake, Toshiba Group has been serving seafood produced in Miyagi Prefecture at 41 Toshiba

Group restaurants in Japan, including the Toshiba head office cafeteria.

In FY2013, we took this initiative one step further and appealed for cooperation at a briefing

meeting where Toshiba’s major suppliers gathered together from Japan and overseas. As a result,

11 companies agreed with our proposal and served food using seafood from Miyagi Prefecture as

ingredients at their respective company cafeterias.

Experimental program for the improvement of local life in India

In India, power supply remains less than 90% of power demand. In particular, due to power shortages during the nighttime, rural regions are

having difficulty in education for children. In Chikhalgaon, Maharashutra Province, Toshiba is working in collaboration with Lokmanya Public

Charitable Trust, a regional NGO, to undertake an experimental program that aims to support the improvement of the local living standard by

LED lighting operated using solar battery systems to make up for power shortages.


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Research and development at IIT Madras

Reporting session in China’s Hangzhou

Chairman (at the time) Nishida speaking onthe platform

Medical examination of local residents bydoctors sent by the company

Cooperation with Local Universities and Research Institutes

Starting Collaborative Research with IIT Madras in India

In order to raise international competitiveness, Toshiba group enhance its capabilities to respond

swiftly to market changes even in R&D field. In Asian countries, the Group promotes joint R&D with

local universities and business firms by establishing not only production bases but also engineering

and development bases in each major area in which it operates.

As part of these efforts, we set up an R&D division in India (Bangalore) in January 2013, and

started collaborative research with IIT Madras from October 2013.

In the future, we aim to create products for global markets, including those in developed countries,

through research and development in emerging countries, including China and India.

Presentation on social infrastructure and environment joint research results

The sixth Research Result Reporting Session of the Tsinghua-Toshiba Energy & Environment

Research Center was held in China’s Hangzhou in March 2014.

At the reporting session, research partners from Japan and China worked in pairs to make joint

presentations on the results of each of the 12 latest research projects relating to energy, the

environment, and language processing technologies.

We will make the most of these research results in the future development of products with a view

to promoting business development in the Chinese market and to contributing to environmental

conservation, including with regard to the effective use of energy resources.

Lecture on Leadership and Human Resource Development in the Era of Globalization at Tsinghua University

Toshiba Chairman Nishida (at the time) provided a lecture on Leadership and Human Resource

Development in the Era of Globalization at the School of Public Policy and Management of

Tsinghua University in Beijing, China, with 250 visitors, including students and other university-

related parties, in attendance. The lecture covered the following five themes: creation of innovation;

sustained productivity improvement; improvement of organizational immunity; corporate social

responsibility; and development of global personnel. There were active discussions at the Q&A

session held after the lecture.

Contributing to Health and Community Medicine

Sending doctors and dentists to areas around a factory in the Philippines

Toshiba Information Equipment (Philippines), Inc. since 2006 has been providing medical and

dental examination services to promote and improve the physical well-being of intended

beneficiaries in the nearby community. In FY2013, the company continued to dispatch a team

consisting of doctors, dentists, nurses, and many employee volunteers under the collaboration with

local medical NPO, Maxicare Philippines. In addition, it offered education programs on occupational

health and safety as well as environmental protection to residents while waiting for their

examinations.

Pink Ribbon Campaign (for Breast Cancer Awareness)

The Toshiba Group supports the Pink Ribbon Campaign for early detection, diagnosis, and treatment of breast cancer by providing diagnostic X-

ray mammography, ultrasound, and MRI systems. All efforts in this regard contribute to improvements in women’s health around the world.

Social Contribution Activities - Pink Ribbon Campaign

Blood Drives

The Toshiba Group holds year round blood drives throughout the world. In fiscal 2012, 8,510 Toshiba Group employees gave a total of 3,063

liters of blood.

Social Contribution Activities - Blood Drives


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Toshiba Science Museum Future Area

In front of the wall painting created at theworkshop

Students from Fukui National College ofTechnology visiting the Turbine Works

Awards ceremony in Washington, D.C.

Support for Education and Cultural Activities

Science and Technology Education

Toshiba Science Museum opened

On January 31, 2014, the Toshiba Science Museum opened on the second floor of the Smart

Community Center in Kawasaki City. The mayor of Kawasaki City attended the opening ceremony

as the representative of the local community. The former Toshiba Science Museum, which received

a total of 9 million visitors at the Komukai Plant site during the 52 years from 1961, was closed and

replaced by the new museum, which is designed to allow visitors to experience the latest

technologies.

The museum is composed of a variety of areas, which include the history area, where the room of

Toshiba’s founder and the first Toshiba product are exhibited; the future area, where cutting-edge

technologies from the present to the future are exhibited; and the science area, where parents and

children can enjoy science experiments and workshops together. A variety of amusement exhibitions are displayed so that visitors can enjoy the

experience of cutting-edge technologies. The museum is visited by many people every day, including children from the local community.

Toshiba Science Museum

Workshop with local elementary school children in a social experiment project on Miyakojima Island

In collaboration with Miyakojima City and Honda R&D Co., Ltd., Toshiba is undertaking a Social

Experiment Project for the Utilization of the Miyakojima City Compact Electric Mobility System.

This social experiment aims to reduce CO2 emissions and realize a secure and sustainable society

using renewable energy to operate super-compact electric vehicles (EV) with high environmental

performance. Having installed photovoltaic power generation systems, storage batteries, and

electric charging facilities, Toshiba is currently studying how to achieve an optimal balance between

the amount of photovoltaic power generation and storage battery capacity for super-compact EVs to

be operated on the island using only renewable energy.

In January 2014, the Toshiba Design Center hosted a workshop for local elementary school

children to learn about the environment while creating a wall painting for an EV station. In March,

engineers of Toshiba Social Infrastructure Systems Company held a class on energy and future

society.

Toshiba invited students and teachers from schools that won an Energy Education Awards to visit its Turbine Works and the ToshibaScience Museum.

Toshiba is promoting a program to encourage students to take greater interest in the environment

and science in general by inviting students and teachers from schools that have won a top prize at

the Energy Education Awards sponsored by the Japan Electric Association to visit our business

sites and other facilities.

In FY2013, we invited students and teachers of Fukui National College of Technology, the winning

schools at the Eighth Energy Education Awards, to take a tour of the Keihin Product Operations’

Turbine Works and the Toshiba Science Museum.

Science and Technology Competition for Children in the U.S. and Canada

Since 1992, Toshiba Group has worked with the National Science Teachers Association to host the

ExploraVision Awards (EVA), a science and technology competition for k-12 in the United States

and Canada.

EVA is a competition aiming to encourage dreams in which children make predictions about

technologies that they believe will become feasible within 20 years based on today’s science and

technology. The program celebrated its twentieth anniversary in June 2012, commemorating its

long history as a Japanese company’s science education support program in North America. The

number of participants up to FY2013 totals more than 320,000, and more than 95,000 applications

have been filed. Each year, we invite eight teams that have made excellent proposals to attend an

awards ceremony held in Washington, D.C. We also provide opportunities for each winning team to

present their award-winning work and visit their local Congressional representatives to report on their winning EVA. Toshiba employees

cooperate in holding the event and guiding teams on their visits.

Social Contribution Activities - Science and Technology Competition (North America)


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Photo taken at a press eventheld on February 13 at theofficial residence of the U.S.Ambassador(From the left: U.S.Ambassador Kennedy, IreneHirano Inouye, and ToshibaChairman (at the time)Nishida)

Photo (left): A representative of ToshibaChina Co., Ltd. (at the time)

Group photo taken at a ceremony Heated group discussion

Children at a Toshiba Hope ElementarySchool

Co-sponsoring the TOMODACHI Initiative

In FY2014, to support the TOMODACHI Initiative organized by the United States government and the U.S.-

Japan Council (President: Irene Hirano Inouye), Toshiba started co-sponsoring the initiative as a strategic

partner.

The TOMODACHI Initiative aims to promote communication among young people by inviting Japanese and

American high school students to Japan every August to provide them with the opportunity to discuss how to

solve various social issues facing the world. In FY2014, the first year of the initiative, we provide students with

an opportunity to think about social issues through an experiential program with a view to realizing a smart

community and creating a sustainable society. Through this initiative, Toshiba will support efforts to cultivate

young leaders who aim to contribute to the mutual development of Japan and the United States.

Teaching Competition (China)

Seeking to contribute to the future development of scientific and technical human resources in

China, in FY2008 we established the Contest of Math and Science Teaching Program for Normal

University Students in China in cooperation with China’s Ministry of Education. This is a contest for

students of Chinese teacher training universities.

From fiscal FY2010, we expanded the scope of the contest to comprise the entire country, and in

fiscal FY2013, approximately 12,000 students from 42 teacher training universities throughout

China participated.

Social Contribution Activities - Teaching Competition (China)

Toshiba Youth Conference

In August 2013, the “TOSHIBA YOUTH CONFERENCE FOR A SUSTAINABLE FUTURE 2013” summer camp was held over an eight-day

period. High school students and teachers who visited Tokyo from the United States, Thailand, Poland, and Japan participated in this sixth

summer camp. Under the theme “Achieving Harmony with the Earth,” participants gained a deep understanding of global environmental

problems through lectures, field observation, and discussions.

Supporting the Construction of Hope Elementary Schools in China

Toshiba Group companies in China have supported the construction of Toshiba Hope Elementary

Schools since 2001. Since 2005, we have constructed schools every year in collaboration with the

China Youth Development Foundation. To date, a total of 23 schools have been built, and

temporary buildings are being offered to four schools. After the schools open, we continue to

support them through donations of personal computers, books and stationary.


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LED-illuminated five-story pagoda

Illumination event

LED-illuminated exhibition room

Support for Cultural Activities

LED lighting illuminates cultural heritage

In an effort to reduce environmental impact and to achieve high artistic standards at the same time, Toshiba is replacing conventional lights with

LED lighting systems in a variety of cultural buildings and museums around the world.

Toji Temple’s Five-story PagodaIn December 2013, we installed a Toshiba LED lighting system at Toji Temple (also known as the Kyoo

Gokokuji Temple), the head temple of the Buddhist Shingon Sect, to illuminate the temple’s five-story pagoda.

When replacing conventional lights with the LED lighting system, we strived to reduce the electricity

consumption required for the illumination without changing the traditional image of the gold-glowing five-story

pagoda.

To this end, we conducted an on-site lighting experiment to verify that the LED lighting system to be installed

would not only reduce electricity consumption but would also provide bright enough light to maintain the

traditional image of the five-story pagoda. We were able to reduce electricity consumption (CO2 emissions)

required for lighting by approximately 51% compared with conventional HID lighting, without changing the

image of the gold-glowing five-story pagoda of Toji Temple.

New York Grand Central StationIn November 2013, Toshiba delivered an LED lighting system to New York Grand Central Station,

which is a historic building that serves as a landmark in New York, and held an LED illumination

event for the new lighting. Used by approximately 750,000 people per day, Grand Central Station is

one of the symbols of New York; many movie scenes have been shot at the station. The year 2013

marked the centennial of the construction of the station building. In the illumination event, we

attached lighting devices to the 354 windows on the western side of the main concourse and

projected a variety of images created by the lighting designer, including Thanksgiving and

Christmas motifs.

Boston MuseumToshiba delivered an LED lighting system to the Boston Museum for the exhibition room used in the

special art exhibition, Boston Loves Impressionism, held at the museum from February to May

2014. Designed to enable the adjustment of the color temperature, LED lighting can provide light

that closely resembles natural light and also reduce ultraviolet and infrared rays to prevent the

brown discoloration of paintings. Therefore, it can effectively reduce environmental impact and

satisfy high artistic standards at the same time.


CSR Performance: Community Involvement and DevelopmentCorporate Citizenship Activities

Toshiba Group Basic Policy on Corporate Citizenship Activities

Guided by standards of conduct based Toshiba Group's slogan of "Committed to People, Committed to the futre,"we engage in our social

contirbution acitivities.

Toshiba Group Basic Policy on Corporate Citizenship Activities

1. In accordance with the Basic Commitment of the Toshiba Group and Toshiba Group Standards of Conduct, we make vigorous

efforts to contribute to society.

2. In contribution to society, we focus on the following fields: protection of the natural environment, socience and technology

education, promotion of support and culture, social welfare, and international exchange and friendship.

3. We support employees' voluntary activities.

Expenditures for Corporate Citizenship Activities

Expenditures for Corporate Citizenship Activities (FY2013)

“Social Contribution Activities”


http://www.toshiba.co.jp/social/en/index.htm

Local residents in an emergency drill usingearthquake simulation vehicle (KitashibaElectric Co., Ltd.)

CSR Performance: Community Involvement and DevelopmentCommunity Relations


We actively organized facility tours and other events at many business sites to hold dialogues with local community residents.


The following policies related to local communities are laid down in the Toshiba Group Standards of Conduct.

Toshiba Group Corporate Policy

Toshiba Group Companies shall:1. contribute to and cooperate with all local communities in which Toshiba Group operates and perform its duties as a member of these

communities.2. support Directors and Employees in undertaking voluntary activities and give full consideration to each individual's desire to exercise

his or her civil rights.3. make appropriate donations in each country and region where Toshiba Group operates, after considering the contribution to the

community, the public nature and the reasons for making donations; and.4. try to improve the brand image in all aspects of their relationships with the communities.

Toshiba Group Standards of Conduct Chapter 3 17. Community Relations

Structure for Community-related Corporate Citizenship Activities

The General Affairs division at each site or company is responsible for handling relations with local communities, including constant

communications with community associations and other organizations.

Examination and Evaluation of Community-related Corporate Citizenship Activities

Evaluation of Local Impact in Establishing New Operational Sites

When establishing new business operations, companies at Toshiba Group adhere to laws and regulations, engage in dialogue with local

authorities and residents and strive to maintain harmony with the community. Once operations are underway, the companies disclose

information about their business activities and environmental protection initiatives and thus engage in fruitful communication with local residents.

Development of good relations with local communities is one of the points checked in internal management audits. For manufacturing sites, the

Toshiba Environmental Audit also evaluates the extent to which operations have an impact on the local environment. All operational sites are

working toward maintaining good relations with the local communities. Furthermore, Toshiba Corporation’s 14 business sites in Japan all

acquired ISO 14001 certification by 1997 and have maintained their certification to the present day. Also, all 175 business sites of Toshiba

Group have acquired ISO 14001 certification.

Toshiba Group Environmental Audit System

Sites that have acquired ISO 14001 certification

Prevention of and Response to Accidents due to Business Activities

To prevent fire and other accidents, each operational site performs periodic safety inspections of

equipment and chemicals in accordance with fire and safety laws and regulations. Also, depending

upon the requirement of each site, manuals and checklists are prepared for fire and disaster

prevention and for safety management. As a precautionary measure for any disaster or accident,

periodic emergency drill is conducted to prepare for taking prompt action, including providing

information to the concerned and working to prevent damage to the neighboring areas.


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Explaining the world of nanometers in ascience seminar for children

Environmental Reporting with the LocalCommunity

Toshiba’s exhibition booth at the FuchuEnvironmental Festival

Contribution to Local Communities through Job Creation and Tax Payment

Toshiba Group employs approximately 210,000 people around the world. The jobs created contribute to local communities, especially the

production facilities which employ a considerable number of local people.

By paying taxes in accordance with national laws and regulations, group companies make an economic contribution to the regions where they

operate. The local taxes paid by employees augment the contribution, particularly in areas where production facilities are located.

Support for Local Community Development

Communication with Local Communities

Toshiba Group engage in communication suitable to the characteristics of their business operations and the interests of local communities.

Activities by Toshiba Group companies

Examples of Communication Activities at Operations

Plant tours (tours of manufacturing lines, environmental facilities, etc)Practical learning programs for school students

Factory Tours and Hands-on ExperiencesOpening of grounds and sports facilities to the publicFestivals to promote amicable relations with local communitiesBlood donation by employees

Blood DrivesNeighborhood clean-ups by employees

With regard to environmental matters of high concern to local residents, many Toshiba operational sites proactively hold meetings, inviting the

local residents to their facilities and soliciting opinions.

Since its establishment in 1992, Yokkaichi Operations has held an annual environment meeting with

the local municipality. At the meeting, we explain the results obtained from the measurement

environment data on air and water quality emissions from our facilities and exchange opinions with

municipality representatives.

In collaboration with the Yokkaichi City Board of Education, we offer classes at regional elementary

and junior high schools and display exhibitions in science seminars for children in an attempt to

raise children’s interest in science and manufacturing and to prevent them from moving away from

the natural sciences.

Iwate Toshiba Electronics Co., Ltd. invites residents, employees of companies in the vicinity, school

teachers, and local government officials each year to undertake a communication program entitled

“Environmental Reporting with the Local Community.” Toshiba will continue this program in order to

further promote the understanding of its business activities through dialogues with local community

residents. Initiatives include environmental activities, factory tours, and discussion meetings.

Toshiba’s Fuchu Plant displays exhibits at the Environmental Festival held in June every year by

Fuchu City in order to introduce visitors to Toshiba’s environmental activities in a panel exhibition.

Many people visit Fuchu Park every year during the festival, and we provide them with mulch made

from fallen leaves in the park free of charge, attracting the attention of many visitors.



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Dialogue at TTEI, Thailand

Toshiba Semiconductor (Thailand) Co., Ltd.

Responding to rising interest in the environmental issues in Thailand, Thai Toshiba Electric

Industries Co., Ltd. (TTEI) held a one-day event for local exchange.

The company invited 50 local residents to its premises for an explanation of the home appliance

manufacturing process at the plant, focusing on the safety and environmental systems installed to

protect the environment.

In the years ahead, Toshiba will continue to engage in face-to-face dialogue with local communities.

In August 2013, Toshiba Semiconductor (Thailand) Co., Ltd. completed the construction of a factory

for the post-processing of discrete semiconductors. In the future, in addition to generating

employment in the region, the company will contribute to the local community through various

initiatives, including dialogues with local residents and factory tours for local elementary and junior

high school students. The company also plans to use some of its proceeds from the recycling of

paper and plastics for corporate citizenship activities.

In the years ahead, Toshiba will continue to engage in face-to-face dialogue with local communities.

Consideration for Employees’ Exercise of Civil Rights

"Saiban-in" (Lay Judge) System LeaveToshiba set up a new leave system called "Saiban-in" (Lay Judge) System Leave to coincide with the commencement of the Lay Judge System

from May 2009 in Japan. This leave facilitates the employees to participate as citizen jurors in criminal court procedures.

Based on the law for implementation of the "Saiban-in" system in criminal court procedures, the salary per day for the employee selected to

participate in such system amounts to the basic salary per day. Also, based on the above law, the number of leave days provided under this

system equals to the maximum number of participation days under the Lay Judge System.


CSR Performance: Community Involvement and DevelopmentGovernment and Authorities Relations

Policy on Relations with Government and Authorities

Throughout our worldwide operations, Toshiba Group seeks to collaborate with national and local governments as well as industry. We also

offer appropriate opinions and proposals as well as make approaches as a responsible corporate citizen in order to help improve conditions and

resolve issues confronting society.

Toshiba Group Standards of Conduct Chapter 1 8. Government Transactions

Recommendations on Public Policies

Toshiba executives participate in various government committees to make recommendations on public policies and provide assistance in order

to realize an optimal society.

Examples of Involvement of Toshiba Executives

Information and Communications Council (supervised by the Ministry of Internal Affairs and Communications)Chairman: Atsutoshi Nishida, Chairman, Toshiba Corporation

Council on Economic and Fiscal PolicyMember from the private sector: Norio Sasaki, Vice Chairman, Toshiba Corporation

Government Tax CommissionSpecial Member: Norio Sasaki, Vice Chairman, Toshiba Corporation

Strategic Headquarters for the Promotion of an Advanced Information and Telecommunications Network Society Members(Experts): Norio Sasaki, Vice Chairman, Toshiba Corporation

As of at the end of May 2014

Participation in Industry Associations

Toshiba actively participates in the activities of Keidanren (Japan Business Federation), Japan Electrical Manufacturers’ Association, the Japan

Electronics and Information Technology Industries Association, the Home Electric Appliances Fair Trade Conference, the Association for

Electric Home Appliances, the World Business Council for Sustainable Development (WBCSD), the World Economic Forum (WEF), and other

industry organizations to help address various issues such as the realization of a sustainable society and protection of the global environment.

Examples of Participation in Industry Organizations

Japan Machinery FederationChairman: Tadashi Okamura, Advisor, Toshiba Corporation

WBCSDVice Chairman: Atsutoshi Nishida, Chairman, Toshiba Corporation

Japan Tax AssociationChairman: Atsutoshi Nishida, Chairman, Toshiba Corporation

Japan Institute of Logistics SystemsChairman: Atsutoshi Nishida, Chairman, Toshiba Corporation

KeidanrenVice Chairman: Norio Sasaki, Vice Chairman, Toshiba Corporation

Japan Electronics and Information Technology Industries AssociationChairman: Norio Sasaki, Vice Chairman, Toshiba Corporation

Home Electric Appliances Fair Trade ConferenceChairman: Hisao Tanaka, President, Toshiba Corporation

As of at the end of May 2014



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(Japanese)

Toshiba Experiential Science Education

Disassembly Workshops

CSR Performance: Community Involvement and DevelopmentRelations with NPOs and NGOs

Policy on Relations with NPOs and NGOs

We develop collaborative partnerships with NPOs and NGOs in a wide range of fields, including the environment, human rights, and corporate

citizenship, and engage in proactive dialogues and exchange meetings with them.

Prior to provision of support to and collaboration with NPOs and NGOs, we screen them based on criteria, including the extent of their

contribution to resolving social issues, their relevance to Toshiba's priority areas, creativity and pioneer spirit, and relationships with

communities.

Framework for Dealing with NPOs and NGOs and Checks and Audits

Depending upon the nature of the work (e.g. related to the environment, corporate citizenship, etc.) or geographical area, respective divisions

serve as the contact points for the NPOs and NGOs.

Donations to NPOs and NGOs are made based on the judgment of legal compliance and appropriateness in accordance with the internal rules.

The Corporate Donation Council checks the details of the support provided to NPOs and NGOs.

Support for and Collaboration with NPOs and NGOs

Toshiba Group is promoting a wide range of CSR activities through ongoing dialogue and collaboration with NPOs and NGOs worldwide,

including science education, support in response to disasters and other social contributions, and environmental activities, with the help of

intermediary organizations such as the Japan NPO Center, the Japan NGO Center for International Cooperation, and the Network for the

Promotion of Collaboration between NGOs and Companies.

Support for Science Education

Activity Example: Support for Promotion of Experiential Science and Math Education

In collaboration with the Real Science Education Institute, an NPO, and by capitalizing on

Toshiba's technological strengths, Toshiba is contributing to the resolution of a pressing

issue in Japan, namely, the growing disinclination to study mathematics and science coupled

with a perceived decline in educational aspirations among young people.

Experiential Science Education

Activity Example: "Home Appliance Disassembly Workshop"

In order to help children to experience the joy and mystery of science and to feel the pleasure of

manufacturing, Toshiba Group has been holding Disassembly Workshops for elementary and junior

high school students every year in cooperation with the “Seikatsu-Kobo (Lifestyle Design Center)” of

the Setagaya Arts Center(Japanese) since 2005. Toshiba employees participate voluntarily in such

workshops as Disassembly Doctors. The children learn about the application of the tools from

Disassembly Doctors and disassemble home appliances familiar to them to understand the technology

of the inner parts and their recycling.

Disassembly Workshops


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Explore the Forest Expedition

Morino Chonai-Kai

Nature Conservation

Activity Example: Forest Maintenance at Tokyo Metropolitan Area

Based on the agreement signed with Tokyo Metropolitan Government in November 2008 regarding the

preservation of forest in Tama area, Toshiba has been involved in the maintenance of the protection

forest (24.5 ha) at Hachioji City.

The three parties, Toshiba, the metropolitan government and an NPO “Mori to Hitono

Network”(Japanese) (network between forest and people) hold meetings to develop plans to promote

forest maintenance as well as to provide Toshiba employees and local citizens opportunities to

experience the importance of nature.

"Mori to Hito no Network" formed by Toshiba employees who are qualified as nature observation

leaders takes initiatives to maintain the local forests and also acts as navigators during nature trails.

Forest Development

Activity Example: Forest Neighborhood Association “Morino chonai-kai”

Toshiba Group entered into a framework agreement to cooperate on forest maintenance activities with

Aomori Prefecture (Japan) in May 2009. Based on this agreement, we aim to maintain the mountain

forest and woodland of 10.5 hectares in Shichinohe Town and Misawa City in cooperation with Aomori

Prefecture and use them as venues for environmental education of employees.

In addition, we will also use the mechanism of the Forest Neighborhood Association “Morino chonai-

kai”, as promoted by the environmental NPO Office Neighborhood Association. We will use the paper

in the form of printed materials or copier paper made by paper manufacturing companies using tree thinning in Misawa City

Support for Disaster Recovery

Activity Example: Support for Recovery from Disasters

Support in the Aftermath of DisastersToshiba Group has supported the swift recovery from the disasters collaborating with NPOs and NGOs. Some of our relief efforts:

Typhoon in Philippines, US Tornado, Earthquake in Philippines and China Sichuan in FY2013, Torrential rain in Philippines in FY2012,

US Tornado in FY2011, Floods and landslides in Pakistan, China and India in FY2010, Sumatra Earthquake (Padang) in FY2009,

Myanmar Cyclone in FY2008.

Response to the Great East Japan Earthquake and Recovery Support ActivitiesToshiba Group has provided in-kind donation of 1,230 air purifiers through NPO Peacebuilders and NPO The Institute of Cultural Affairs

Japan, and 90 laptop computers through NPO Yume Net Ofunato(Japanese). Furthermore, washing machines, rice cookers, vacuum

cleaners, radio cassette players and batteries were also donated through other NPOs.

In addition, we have pledged 10 million yen to Government Certifies NGO JEN as their relief activity fund.

Disaster Relief


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Tohoku Region Development Camp

Activity Example: Supporting Leaders Working for the Earthquake Recovery in Tohoku

Disaster Recovery Leadership Development Projecthe Disaster Recovery Leadership Development Project is supported by a corporate consortium

organized for the purpose of supporting local leaders for the future of the Tohoku region and

promoting the independent recovery of the region. NPO corporation ETIC. and seven companies

including Toshiba Corporation (Ajinomoto, Kao, Isuzu Motors, Sompo Japan, Dentsu, Toshiba, and

Benesse Holdings) participate in the project.

The consortium organized the following events in FY2013:

January 31 to February 1, 2014: Tohoku Region Development Camp

March 1, 2014: Disaster Recovery Supporters’ Meeting

March 14, 2014: Disaster Recovery Leadership Development Symposium

Disaster Recovery Leadership Development Project (Japanese)

Human Rights

Activity Example: Support for and Collaboration with Human Rights NGO

Supporting Amnesty Charity Concert (April 2014)Toshiba supported Amnesty International Japan’s “GONTITI Charity Concert in Spring” which features human rights issues.

Date: April 10, 2014

Organizer: Amnesty International Japan

Support for the Introduction of IT in NPOs and NGOs

Activity Example: : Used Computer Donation

In order to support the "informatization" of financially challenged organizations, Toshiba has been donating pre-owned computers to

welfare organizations and citizen groups through eparts(Japanese), a specified nonprofit organization. In FY2012, a total number of 596

computers were donated, which makes an accumulated total of 2,267.

Donation of Used Computers in Japan


http://www.michinokupartners.jp/

http://www.eparts-jp.org/

http://www.toshiba.co.jp/social/en/kyosei/kakusa.htm

Quadruped robot Adsorption tower of Multiple Radio-nuclides Removal System (MRRS) inthe environs of Toshiba’s KeihinProduct Operations

Whole view of Multiple Radio-nuclides Removal System (MRRS)(from TEPCO’s website)

Ensuing the Safety of Fukushima Daiichi Nuclear Power Station

Cooperation and support to ensure the safety of Fukushima Daiichi Nuclear Power Station

Toshiba Group has been conducting relief activities, sincerely hoping for the earliest possible recovery and reconstruction of the areas and

people affected. Toshiba Group is also continuing to provide cooperation and support in maintaining the stability of the power station and

advancing its decommissioning.

Since immediately after the accident at the Fukushima Daiichi Nuclear Power Station, Toshiba Group has been working to the best of its ability

to eliminate the consequences and ensure safety in response to a request by the government and the Tokyo Electric Power Company,

Incorporated (TEPCO).

As a company engaged in nuclear power generation, we take the accident very seriously and have remained united in our resolve to overcome

every difficulty.

Preventing the release and discharge of radioactive materials Actions for step 1 (occurrence of the earthquake to July 2011)

In April 2011, the government and TEPCO developed a preliminary roadmap consisting of three steps for termination of the accident.

In step 1, where we effectively reduced the high radiation dose rate, Toshiba Group worked to prevent the nuclear-contaminated cooling water

injected into the damaged plants from flowing out into the ocean. Under harsh work conditions with blackouts and high levels of radiation, we

built and began operating a circulation cooling system designed to purify and recycle contaminated water in order to cool the reactor core within

the short period of two months. As a result, we were able to control the increase in contaminated water, preventing it from flowing outside the

power plant premises.

Achieving a stable state of cold shutdown Working toward step 2 (August to December 2011)

A contaminated water treatment system developed by an overseas manufacturer was initially installed to deal with the emergency. The

operation of this system led Toshiba to conclude that in order to process the massive amounts of contaminated water, it was necessary to

improve the system's treatment capabilities and ensure its stable operation. Consequently, we proposed to TEPCO that we develop a new

system in cooperation with partner companies in the United States and Japan. We commenced development in May and began operating the

new system in August.

The new system, which we named SARRY™,*1 was highly valued for its stable operational performance and high decontamination ability, and

came to be used as the primary decontamination device from October onward. The stable operation of SARRY allowed us to effectively cool the

nuclear reactors through the circulation cooling system, and to help achieve a state of cold shutdown for the Fukushima Daiichi Nuclear Power

Station's Units 1 through 3 in December.

*1 SARRY™：Simplified Active Water Retrieve and Recovery System

Decommissioning initiatives from FY2012

Toshiba developed quadruped robots to perform investigations and recovery work in places unapproachable by humans and then actually

deployed these robots to worksites at the power station. In addition to SARRY™, the contaminated water treatment system currently in

operation, we developed and installed Multiple Radio-nuclides Removal System (MRRS), which reduces the concentration of radioactive

substances being treated to a level such that the environment is not affected. At the same time, outside the nuclear power station,

Gammasight™, which is a gamma camera capable of rendering radiation levels visible, continues to be used effectively in decontamination

work.


Gammasight™

Gammasight™ a high-performance, small-size portable gamma camera capable of rendering the effects of radiation visible

Smaller in size and higher in performance than gamma cameras used in the power plant, this portable

gamma camera renders the distribution of radiation effects, which are difficult to identify using ordinary

dose rate meters alone, visible using different colors, thereby allowing decontamination to be performed

effectively and efficiently as well as contributing to ensuring the safety and security of local residents.


Stakeholders

Toshiba Group's business activities involve relationships with diverse stakeholders. Here we clarify definition of each stakeholder, points of

communication, and responsibilities of Toshiba group.

Major Stakeholders


http://www.toshiba.co.jp/csr/en/engagement/stakeholders.htm#sta_01








Key responsibilities

Supplying products in a stable manner

Providing safe, secure products and services that offergreat value

Creating environmentally conscious products andservices

Promoting universal design

Providing appropriate product information

Offering excellent customer relations and support

Managing customer information appropriately

Major means of identifying stakeholders' views andrequests

Routine sales activities

Call center (via phone, email, etc.)

Monitoring system

Customer satisfaction (CS) survey

Toshiba PC customer support


Disclosing information in a timely and appropriate way

Providing an appropriate return of profits

Maintaining and enhancing corporate value

Responding to the needs of SRI organizations


General Meeting of Shareholders

Meetings with investors

Questionnaire survey

Investor Relations (IR) website

Examples of Communications

Customers

Communication with Customer [Point of contact: Customer Satisfaction Division]

Utilization of customer voices

We receive comments and requests for products and services in our daily operations, which are shared

among related personnel including top management, and use them to improve product quality and repair

services.

Utilization of customer voices

Framework for Reflecting VOC in Business Activities

Shareholders/Investors

Communication with Shareholders [Point of contact: Legal Affairs Division and Corporate Communications Office]




http://www.toshiba.co.jp/csr/en/performance/customer/csvoc.htm

http://www.toshiba.co.jp/csr/en/performance/governance/ir.htm



Selecting suppliers fairly and engaging in fair tradingpractices

Respecting human rights in the supply chain

Promoting environmental management in the supplychain


Routine procurement activities

Briefing session on procurement policy

CSR survey

Publication of Shareholder Newsletters

Toshiba Group strives to communicate with individual shareholders through our shareholder newsletters and also gave lectures on our solar

power business at the seminar hosted by IR support companies.

Shareholder Newsletter (Japanese)

Enhancement of IR Website

We posted a video message from the President on our corporate investor relations website. Also, among of our efforts to improve the English

language website, we started an English e-mail distribution service to provide registered users with e-mail notification about financial reporting.

IR website

Questionnaire survey on the IR website

General Meeting of Shareholders

We held the General Meeting of Shareholders at Tokyo on June 25, 2013. The meeting was attended by 5,740 shareholders. We will continue

to enhance our communication with our shareholders through such meetings.!

At the site, there were exhibition corners set up to easily explain to the shareholders about various Toshiba products such as electronic devices,

social infrastructure systems, digital products, home appliances and medical equipment. Also, booklets of Toshiba Group Annual Report 2013

were distributed at the meeting.

Communication with Investors [Point of contact: Corporate Communications Office]

Communication with Institutional Investors and Securities Analysts

Throughout the year, Toshiba works to promote communication with institutional investors and securities analysts by attending seminars hosted

by securities firms, visiting investors in Japan and overseas and hosting interviews about Toshiba. In FY2013, in addition to annual financial and

management policy briefings, we also held meetings to explain our healthcare business strategies and gave a tour of Toshiba’s Yokkaichi

Factory in response to investors’ requests. Working in collaboration with securities firms, Toshiba’s executive officers in charge explained our

semiconductor and storage business strategies for investors in Japan and overseas, creating opportunities to promote their understanding of

Toshiba Group’s high-priority businesses.!

Since FY2013, we have also visited overseas institutional investors to explain our ESG (Environment, Society and Governance) factors used to

measure investments in companies and businesses, and we have heard a variety of opinions from such investors, including their thoughts on

challenges and expectations.

Communication with Shareholders and Investors

Suppliers

Communication with Suppliers [Point of contact: Procurement Division]

We ask suppliers to promote CSR management through regular meetings to explain procurement policy and daily procurement operations. In

FY2012, we revised our procurement policy so that the priority requirement when choosing new suppliers upon starting or continuing business

relationships is to comply with laws and ordinances as well as social codes, and we made this revision fully known to each of Toshiba Group's

more than 10,000 suppliers in Japan.

Explaining about the new procurement policy


http://www.toshiba.co.jp/about/ir/jp/library/or/or.htm


http://www.toshiba.co.jp/about/ir/en/questionnaire.htm

http://www.toshiba.co.jp/csr/en/performance/governance/ir.htm#ir_06





Conducting fair assessment and treatment

Respecting human rights and diversity

Optimizing human resources and promoting their growth

Supporting diverse working styles

Maintaining and enhancing skills and capabilities

Ensuring occupational health and safety


Employee morale survey (TEAM Survey)

Dialogues, information exchange meetings

Top Executive Innovation Visit


Respecting different customs and cultures

Engaging in corporate citizenship activities in localcommunities

Preventing accidents and disasters at business sites

Supporting neighboring communities in case of a disaster


Dialogues, information exchange meetings

Factory visits

Employees' participation in community activities

Employees

Communication with Employees [Point of contact: Innovation Promotion Division / Human Resources and Administration Division /Diversity Development Division]

Visits by top to business sites

We actively provide opportunities for direct exchange of opinions between top management and

employees. In FY2013 we organized 25 “Top Executive Innovation Visits,” which involved top executives

visiting manufacturing sites and other facilities to talk directly with employees in Japan and overseas.

Kirameki Forum

With diversity as its main theme, since 2005, the Kirameki Forum provides the President and employees with an opportunity to communicate

directly with each other.

Kirameki Forum

Local communities

Communication with Local Communities [Point of contact: Each company and business site]

Environmental communication

We organize plant tours, hold meetings, and communicate information to enable a broad range of stakeholders such as communities around

plants and offices, schools, customers, businesses, and students to learn about Toshiba Group’s activities, and to invite them to think about the

environment.

Environment Website

Community Relations







http://www.toshiba.co.jp/env/jp/index_j.htm



Complying with laws and regulations, and paying taxes

Supporting government policies toward solving socialissues


Dialogues and proposals via economic associations andindustry associations


Providing support to solve diverse global issues

Collaborating with and helping local communities solvetheir social problems

Collaborating on our priority areas of corporate citizenship


Dialogue through collaboration

Exchange of views at stakeholder dialogues

Governments and public bodies

Communication with Governments［Point of contact: Each company, business site, and Corporate Communications Office］

Collaboration with Government and Authorities

Throughout our worldwide operations, Toshiba Group seeks to collaborate with national and local governments as well as industry. We also

offer appropriate opinions and proposals as well as make approaches as a responsible corporate citizen in order to help improve conditions and

resolve issues confronting society.

Government and Authorities Relations

NPO・NGO

Communication with NPOs and NGOs [Point of contact: CSR Office and Corporate Environment Management Division]

Support for and collaboration with NPOs and NGOs

We are making the most of our strengths to establish partnerships with NPOs and NGOs across a wide range of areas such as environmental

protection, human rights, and social contribution by holding active dialogues with such organizations.

We review our support for and collaboration with NPOs and NGOs based on criteria such as the degree of contribution to solving social

problems, relationships with Toshiba's priority business sectors, creativity, pioneer spirit, and relations with local communities.

Support for and collaboration with NPOs and NGOs

Dialogue with environmental NGO

Reflecting feedback from environmental NGOs in promoting our environmental management by holding periodic stakeholder dialogues with

them.

Environmental Stakeholder Dialogue

Global environment


Mitigating climate change

Reducing waste discharges

Reducing release of chemicals

Conserving biodiversity

Environment


http://www.toshiba.co.jp/csr/en/performance/community/government.htm



http://www.toshiba.co.jp/csr/en/performance/community/ngo.htm



http://www.toshiba.co.jp/csr/en/engagement/dialog/dialog_us2010.htm




Stakeholder Dialogue in FY2013

Date February 18, 2014

PlaceToshiba Information Equipment (Philippines), Inc.,Manila, the Philippines

Theme CSR activities in general

Toshiba Information Equipment (Philippines), Inc. (TIP),

Toshiba’s hard disk drive (HHD) manufacturing base, has

approximately 8,000 employees. It has been proactive in

CSR activities as demonstrated by the fact that it became

Asia’s first electronics company to acquire SA8000

certification, in 2002.

A dialogue took place between Corazon Bunag, Vice

President of TIP, and Jeremy Prepscius, Asia Director at

Business for Social Responsibility (BSR) regarding CSR

activities.

Main comments from the dialogue

Corazon: TIP’s important stakeholders are its employees, its supply chain, its customers, its

shareholders, local communities, and mediating and global stakeholders.

We identified the concerns and interests of the respective stakeholders covering three focus areas:

Economic, Ecology, and Equity. As a strategy, our CSR Activities should improve the context of our

competitiveness and address relevant social issues; that is to say, they must contribute to value

chain activities and must seek the potential to create new business.

Our guiding principle as a company with integrity has lead us to acquire SA8000, ISO14001,

OHSAS18001, and other global certifications. Social Accountability (SA) 8000 is a set of international

standards for labor and human rights; and TIP became the Philippines’ first electronics appliance

manufacturer to acquire SA8000 certification. Maintaining this certification requires ongoing efforts

and is time-consuming, but such efforts lead to having a competitive edge in business. Therefore, we

are proactively working to do so.

Jeremy: I was impressed to hear that through their CSR activities in various regions of the

Philippines, such as support for restoring devastated areas, donating products, and providing

educational programs, TIP has many opportunities to share the same issues and concerns that local

communities face, and their network of contacts is expanding. Engaging in such activities may

provide many hints on opening new markets; and by working closely with the marketing and sales

units, it is possible to build new business models that suit the circumstances of local communities.

Corazon: TIP sees that targeted economic engagement—particularly in the affected areas—as the means of achieving poverty reduction and

longer term development through initiatives that provide these people with socially beneficial products and services that directly improve the

quality of their lives or where they are directly involved as producer .

TIP aims to support the development of social enterprises that are driven by a strong social purpose to enable the marginalized population to

integrate into the mainstream economy. TIP aims to participate in an environment for business interactions that create value.

We also believe that supplier audits should lead to clarifying the fundamental causes of problems and measures for improving. Ideally, the

relationship between customers and suppliers should be one that encourages both parties to grow as partners through such activities as the top

managers of both parties discussing how their mutual business ought to be carried out.

Jeremy: One way of coping with problems that individual companies cannot easily resolve alone is to resolve them through industry

cooperation. There are several examples of successes among the projects BSR is advancing—including the HER Project, which educates

female workers in emerging economies in health care and hygiene maintenance, and the Clean Cargo Project, which helps the transport

industry to reduce its CO2 emissions.


Perspectives of Outside Directors

Directors and Executives

Toshiba is now at a crossroad. Last year we saw a new president and this year a new chairman

will take office. Also in Toshiba’s business portfolio, we see many signs of transformation.

Capitalizing on its truly great potential, Toshiba has to continue to transform itself in a

healthy way. Both inside and outside the board of directors, I would like to contribute to this

process.

I serve on the nomination committee of the board. On top of the legal duty of the

committee to nominate new board members for the general assembly, Toshiba has its

own rule of the committee to nominate the president to the board every year. This is a very

progressive and healthy form of corporate governance. Within this system, I participated in

the nomination of the new president last year and had a chance to offer my opinion on the

selection of the new chairman of the board this year. I would like to continue this kind of

contribution in the future, too.

More concretely, I personally think that Toshiba’s board will benefit by welcoming

younger members more, especially those who can become a potential candidate for our

future president. Top management quality and vitality will determine the company’s growth

potential and its realization.

Hiroyuki ItamiOutside Director

Since my appointment as outside director of Toshiba two years ago, I have served as the

chairman of the Compensation Committee and as a member of the Audit Committee, under

the company’s committee based set-up.

One of the things that have impressed me most about Toshiba is its firm commitment to

making itself stronger and better by encouraging its outside directors to express their views

freely. I am convinced that Toshiba made the right decision by placing committees, where

outside directors hold the majority, at the core of its corporate governance system.

The domestic and international situation surrounding Toshiba has changed dramatically

in the last two years. Although the Japanese electronics industry continues to face

formidable challenges, our country as a whole is regaining its vitality at long last and people

are beginning to take a more positive attitude toward the future. There is no doubt that the

business sector will play a crucial role in making Japan regain its confidence and reinforce its

leadership role in the international community. Toshiba holds a large number of “world’s first”

and “world’s top” titles and it is incumbent on it to put to full use its technological excellence

and creativity to help make that happen.

I am sure that Toshiba will continue to expand and upgrade its global business activities

with a high-mindedness that has been its hallmark over the years. It is my hope that I will

be able to contribute to these endeavors by making suggestions based on my overseas

experiences.

Ken ShimanouchiOutside Director

This section contains outside directors’ opinions about management at Toshiba Group, including CSR initiatives (Toshiba

Group Annual Report 2014).


“Do you go to the Toshiba’s office once a month or so?” Oftentimes friends ask me.? No

kidding!? On average, I go to the office twice a week. Every day in a week is not unusual.

There are board meetings, meetings with business unit leaders and a CPA firms in addition to

various seminars/exhibitions.? Outside board members are busier than you would imagine.

I made myself busier by initiating “Girls-Only Luncheon”.? Once in a while I invite mid-

level female employees from various divisions and chat over lunch. This turned out to be a

great opportunity.? Ms. A gets up at 4 in the morning to prepare lunch boxes for her children

and do laundering before heading for an office. Ms. B found time to go to a graduate school

and received a PhD degree while working as hard as ever.? Ms. C is also a hard worker but

enjoys golfing in the weekends. All the women I met are energetic and excellent in time

management. At the luncheon, they eat well, speak with animation and laugh a lot.? They

point out management issues from their perspectives without reserve.? I would never have

gotten the valuable information, if I have confined myself in my office on the executive floor.

One of the plants has started hiring young women recently. They soon found many

components were too heavy for them to pick up and carry:? Some components weigh well

over 15 Kg.? They investigated and researched various materials and created devices that

were light but sturdy. Primary beneficiary for this development was men. Men could not

complain the heavy weights in fear of seeing as wimps.? Now, not only women but men

work effortlessly in a friendly working environment. Operation efficiency, needless to say,

has improved significantly.? Diversity is not for women or handicapped. It is for everybody. I

am convinced that “Women power” would lead Toshiba into further growth.

Kiyomi Saito Outside Director

I am happy to say that I have taken the opportunity to return to Toshiba.

Last time I was with the company from 2001 to 2007. Since then, there have been many

and various changes in both Japan and the international environment in which Japan

operates. Toshiba too, has changed itself and evolved to operate in today’s world, through

measures such as establishing healthcare as the third pillar of its business. On the other hand,

given the state of Japanese-Chinese relations in recent years, I imagine that the Chinese

business, which was a major part of the overseas business, is a lot of hard work these days.

Even after resigning as a director of Toshiba in 2007, from time to time I still had

opportunity to speak candidly with Toshiba people. When we met I would take the

opportunity to discuss the following kind of things.

The first is the so called horizontal and vertical relationships within an organization,

which can be found in large Japanese companies and equally so in government offices. With

this, there is a lack of horizontal cooperation between the vertical ranks, and each vertical

section goes about its business in a complacent manner, with the result that knowledge,

information and networking is not shared, and the strategy of the organization gets put to

one side. However, when dealing with a foreign country, such as China with all its diversity,

this method can not be described as intelligent.

It is not good enough, but often the case with Japan, that overall authority is not

delegated sufficiently to local entities. Companies doing business overseas, when venturing

to foreign destinations from head offices in Japan, need to share their strategies with the

people there, and work together with local people with a sense of speed to capture the local

market. Of course, the major premise in implementing this kind of strategy is that the people

with whom you are sharing the workplace have the necessary competencies.

The fact of the matter is, the two things I have mentioned above are things I felt from

time to time during my previous time at Toshiba. I am very much looking forward to taking a

good look around and seeing how things have changed, or how people are trying to change

things, and to discussing these issues.

Sakutaro TaninoOutside Director


CSR Reporting Policy

2014Our effort to report on the priority issues for our stakeholders and those for Toshiba Group

In editing the CSR Report, we examine and take into consideration the issues material for both our stakeholders as well as the Group, then

verify the results using a Toshiba-specific index for determining materiality. Based on this, we have edited this CSR Report 2014 with the two

new features described below.

The 2014 edition reports on the process of identifying materiality (key issues) and incorporating them into CSR management.

Materiality for Toshiba Group

The 2014 edition reports on materiality (key issues)—Respect for Human Rights, Promotion of CSR Management in the Supply Chain andEnvironmental Management—as highlights of the year.

Key Issue: Respect for Human Rights

Key Issue: Promoting Supply Chain CSR

Key Issue: Environmental Management

Starting in FY2013, we made our website the major medium for our CSR reports; we strive to provide easy-to-understand information and

update the same in a timely manner, mainly by offering links to related information.

The CSR Report 2014 is available only from our website, which offers PDF files that can be downloaded by selecting the digest and sections to

examine.

Organizations covered in this report

In principle, Toshiba Group (Toshiba Corporation and its 598 consolidated subsidiaries in Japan and overseas) are covered in this report, but

individual entities are indicated in cases where information does not pertain to Toshiba Group.

Note:“Toshiba” in this report refers to Toshiba Corporation.

Reporting period

This report focuses on the results of activities in FY2013 (from April 1, 2013 to March 31, 2014), but also includes some activities continuing

from the past as well as more recent ones.

The content of the CSR Report 2014 in PDF format is current as of the end of June 2014. Items added or updated on the CSR website after July

2014 will have notes to that effect.

Significant changes during the reporting period

In May 2013, Toshiba Finance Corporation was removed as a consolidated subsidiary as a result of all shares of the corporation being sold toAEON Financial Service Co., Ltd.

A new company (currently, Toshiba Transmission & Distribution Systems India Pvt. Ltd.) was founded to acquire the power distributiontransformer and switch business of the Indian corporation, Vijai Electricals Ltd.; the business was acquired in December 2013.

In January 2014, Toshiba Consumer Electronics Holdings Corporation was merged into Toshiba Corporation and dissolved.

Publication

Current issue: August 2014 (next issue scheduled for August 2015; previous issue: August 2013)

Reference Guidelines

GRI （Global Reporting Initiative）Sustainability Reporting Guidelines ver. 4This report contains Standard Disclosures from the GRI Sustainability Reporting Guidelines.

United Nations Global Compact [COP(Communication on Progress) Advanced level]

Environmental Reportting Guidelines 2012, Ministry of the Environment of Japan

Environmental Accounting Guidelines 2005, Ministry of the Environment of Japan

ISO 26000






Annual Report(Issued in August 2014)

IR website

Key reporting items (IR website) IR News

Management Policy

Financial Data

IR Library

Stock and Bond Information

For individual investors

Environmental Report (PDFfile)

Environment website

Key reporting items(Environment website)Topics

Green of Product

Green by Technology

Green of Process

Green Management

Reporting Media and Disclosure Items on the Corporate Website

Toshiba Group provides our stakeholders with non-financial information in our CSR Report and financial information in our Annual Report.

Recognizing our responsibility to provide detailed non-financial information, especially on environmental issues, we also publish the

Environmental Report separately from the CSR Report.

We also provide the latest information on related matters in a timely manner through our corporate website.

Annual Report/Investor Relations (IR) Website

In the Annual Report, we primarily report on Toshiba Group's business performance as of the end of the fiscal year and on our three-year

midterm management plan.

We have referred to the IIRC's International Integrated Reporting Framework, and in order to provide information essential as an

integrated report, we have expanded nonfinantial information and the ESG section.

On the IR website, we aim to provide Toshiba's corporate information in a timely manner. An IR website optimized for mobile phone

access is also available.

Environmental Report/Environment Website

On the environment website, we provide not only information on the Group's environmental activities in a timely manner, but also

environmental reports on our production sites and Group companies.

In the Environmental Report, we provide a detailed description of the global environmental activities of Toshiba Group as a whole.






2-1 Content

2-3 Design

Reader Questionnaire Results

We received 23 responses to the questionnaire enclosed in the Toshiba Group CSR Report 2013. We used these valuable opinions when

editing our CSR Report 2014. We would like to thank those who responded for their generous contributions.

Results of the Questionnaire Survey

1.How do you rate Toshiba Group CSR Report 2013 ?

2. What is your evaluation of this report ?

2-2 Length

2-4 Ease of understanding


Major opinions and comments

Highlight reports are easy to understand and excellent.

The report provides a wide range of quantitative information.

The English-language edition of the CSR is currently available. When will the Chinese-language edition be available?

When will Toshiba Group start to support the fourth edition of the GRI Guidelines (G4)?

Major items improved in CSR Report 2014

We focused on respect for human rights, promotion of CSR management in the supply chain and environmental management as CSRhighlights (priority themes) and reported on these themes in easy-to-understand language based on case studies.

Since many users downloaded the entire PDF version of last year’s report (186 pages for FY2013), we made the guidance for thedigest version easier to understand.

We referred to the fourth edition of the GRI Guidelines (G4) to disclose the materiality identification process.

We improved the layout design of the PDF edition to raise assessments regarding content, design and understandability.

We improved the organization of descriptions in the section on Major Achievements and Assessments for KPIs to increase readability.


(as of June, 2014)

GRI Content Index

This report contains Standard Disclosures from the GRI G4 Sustainability Reporting Guidelines.

■C:CSR website

■E:Environmental website

■IR:IR website

■O:Other website

*Core performance indicator

Section Indicator References

Strategy and Analysis

G4-1＊a. Provide a statement from the most senior decision-maker of theorganization (such as CEO, chair, or equivalent senior position)about the relevance of sustainability to the organization and theorganization’s strategy for addressing sustainability.

C: CEO Commitment E: CEO Commitment IR: From the CEO IR: An Interview with the President (Japanese)

G4-2 a. Provide a description of key impacts, risks, and opportunities.

C: CEO Commitment C: Materialities for Toshiba GroupC: Toshiba Group Businesses and Responsibilities C: Major Achievements and Targets & Plans (KPI) E: CEO Commitment E: Environmental Vision 2050 E: Progress in the Fifth Environmental Action Plan IR: From the CEO IR: An Interview with the President (Japanese)

Organizational Profile

G4-3＊ a. Report the name of the organization. C: Toshiba Group Business Overview

G4-4＊ a. Report the primary brands, products, and services.C: Toshiba Group Business Overview C: Toshiba Group Businesses and Responsibilities

G4-5＊ a. Report the location of the organization’s headquarters. C: Toshiba Group Business Overview

G4-6＊a. Report the number of countries where the organizationoperates, and names of countries where either the organizationhas significant operations or that are specifically relevant to thesustainability topics covered in the report.

C: Toshiba Group Business Overview

G4-7＊ a. Report the nature of ownership and legal form.C: Toshiba Group Business Overview C: Stakeholders

G4-8＊ a. Report the markets served (including geographic breakdown,sectors served, and types of customers and beneficiaries).

C: Toshiba Group Business Overview C: Toshiba Group Business and Responsibility

G4-9＊

a. Report the scale of the organization, including:Total number of employeesTotal number of operationsNet sales (for private sector organizations) or net revenues (forpublic sector organizations)Total capitalization broken down in terms of debt and equity (forprivate sector organizations)Quantity of products or services provided

C: Toshiba Group Business Overview IR: Financial Data IR: Financial Highlights


http://www.toshiba.co.jp/csr/en/policy/message.htm

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http://www.toshiba.co.jp/about/ir/jp/private/index_j.htm

http://www.toshiba.co.jp/csr/en/policy/business.htm









http://www.toshiba.co.jp/csr/en/engagement/stakeholders.htm

http://www.toshiba.co.jp/about/ir/en/finance/index.htm

http://www.toshiba.co.jp/about/ir/en/ar/2013/har04.htm

G4-10＊

a. Report the total number of employees by employment contractand gender.b. Report the total number of permanent employees byemployment type and gender.c. Report the total workforce by employees and supervisedworkers and by gender.d. Report the total workforce by region and gender.e. Report whether a substantial portion of the organization’s workis performed by workers who are legally recognized as self-employed, or by individuals other than employees or supervisedworkers, including employees and supervised employees ofcontractors.f. Report any significant variations in employment numbers (suchas seasonal variations in employment in the tourism or agriculturalindustries).

C: Toshiba Group Employees (as of March 31, 2014) C: Number of Employees by Region (as of March 31,2014)

G4-11＊ a. Report the percentage of total employees covered by collectivebargaining agreements.

C: Respecting Employees Human Rights

G4-12＊ a. Describe the organization’s supply chain. C: Stakeholders

G4-13＊

a. Report any significant changes during the reporting periodregarding the organization’s size, structure, ownership, or itssupply chain, including:Changes in the location of, or changes in, operations, includingfacility openings, closings, and expansionsChanges in the share capital structure and other capital formation,maintenance, and alteration operations (for private sectororganizations)Changes in the location of suppliers, the

C: Significant Change during the Reporting Period IR: Corporate History

Commitments to External Initiatives

G4-14＊ a. Report whether and how the precautionary approach orprinciple is addressed by the organization.

IR: Business Risk Factors C: Respect for Human Rights C: Risk Management and Compliance C: Quality Control C: Ensuring Product Safety E: Greening of Products (Environmentally ConsciousProducts)

G4-15＊a. List externally developed economic, environmental and socialcharters, principles, or other initiatives to which the organizationsubscribes or which it endorses.

C: Participation in External CSR Organizations C: Company Overview/CSR-related international chartersToshiba endorses C: CEO Commitment/UN Global Compact C: Management Based on ISO 26000

G4-16＊

a. List memberships of associations (such as industryassociations) and national or international advocacy organizationsin which the organization:Holds a position on the governance bodyParticipates in projects or committeesProvides substantive funding beyond routine membership duesViews membership as strategic

C: Toshiba Group Business Overview/Membership inCSR-related organization C: Government and Authorities Relations C: Participation in External CSR Organizations

Identified Material Aspects and Boundaries

G4-17＊

a. List all entities included in the organization’s consolidatedfinancial statements or equivalent documents.b. Report whether any entity included in the organization’sconsolidated financial statements or equivalent documents is notcovered by the report.

C: Toshiba Group Business Overview（BusinessStructure） IR: Organization Chart IR: Consolidated Subsidiaries and Affiliated CompaniesAccounted for by the Equity Method O: Management Structure O: Business Overview (Business Domains)

G4-18＊a. Explain the process for defining the report content and theAspect Boundaries.b. Explain how the organization has implemented the ReportingPrinciples for Defining Report Content.

C: CSR Reporting Policy C: Materialities for Toshiba GroupE: Editing Policy

G4-19＊ a. List all the material Aspects identified in the process for definingreport content.

C: Materialities for Toshiba Group


http://www.toshiba.co.jp/csr/en/performance/labor/employee.htm




http://www.toshiba.co.jp/csr/en/report/editorialpolicy.htm#edi_01

http://www.toshiba.co.jp/worldwide/about/history.html

http://www.toshiba.co.jp/about/ir/en/overview/risk.htm














http://www.toshiba.co.jp/worldwide/about/manage.html

http://www.toshiba.co.jp/about/ir/en/finance/ar/ar2013/html/tar2013e_056.htm

http://www.toshiba.co.jp/worldwide/about/manage.html

http://www.toshiba.co.jp/worldwide/about/company/index.html

http://www.toshiba.co.jp/csr/en/report/editorialpolicy.htm


http://www.toshiba.co.jp/env/en/communication/report2.htm


G4-20＊

a. For each material Aspect, report the Aspect Boundary within theorganization, as follows: Report whether the Aspect is materialwithin the organization If the Aspect is not material for all entities within the organization(as described in G4-17), select one of the following twoapproaches and report either:––The list of entities or groups of entities included in G4-17 forwhich the Aspect is not material or––The list of entities or groups of entities included in G4-17 forwhich the Aspects is materialReport any specific limitation regarding the Aspect Boundarywithin the organization

C: CSR Reporting Policy C: Materialities for Toshiba GroupE: Editing Policy

G4-21＊

a. For each material Aspect, report the Aspect Boundary outsidethe organization, as follows: Report whether the Aspect is materialoutside of the organization If the Aspect is material outside of theorganization, identify the entities, groups of entities or elements forwhich the Aspect is material. In addition, describe the geographicallocation where the Aspect is material for the entities identifiedReport any specific limitation regarding the Aspect Boundaryoutside the organization

C: CSR Reporting Policy E: Editing Policy

G4-22＊ a. Report the effect of any restatements of information provided inprevious reports, and the reasons for such restatements.

C: Financial Results IR: Financial Highlights

G4-23＊ a. Report significant changes from previous reporting periods inthe Scope and Aspect Boundaries.

C: Significant Change during the Reporting Period

Stakeholder Engagement

G4-24＊ a. Provide a list of stakeholder groups engaged by theorganization.

C: Stakeholders

G4-25＊ a. Report the basis for identification and selection of stakeholderswith whom to engage.

C: Stakeholders

G4-26＊a. Report the organization’s approach to stakeholder engagement,including frequency of engagement by type and by stakeholdergroup, and an indication of whether any of the engagement wasundertaken specifically as part of the report preparation process.

C: Stakeholders

G4-27＊

a. Report key topics and concerns that have been raised throughstakeholder engagement, and how the organization hasresponded to those key topics and concerns, including through itsreporting. Report the stakeholder groups that raised each of thekey topics and concerns.

C: Stakeholders

Report Profile

G4-28＊ a. Reporting period (such as fiscal or calendar year) forinformation provided.

C: CSR Reporting PolicyE: Editing PolicyG4-29＊ a. Date of most recent previous report (if any).

G4-30＊ a. Reporting cycle (such as annual, biennial).

G4-31＊ a. Provide the contact point for questions regarding the report orits contents.

C: Inquiries about CSR and Environmental Activities

GRI Content Index

G4-32＊

a. Report the ‘in accordance’ option the organization has chosen.b. Report the GRI Content Index for the chosen option (see tablesbelow). c. Report the reference to the External Assurance Report,if the report has been externally assured. GRI recommends theuse of external assurance but it is not a requirement to be ‘inaccordance’ with the Guidelines.

C: GRI Content Index

Assurance

G4-33＊

a. Report the organization’s policy and current practice with regardto seeking external assurance for the report.b. If not included in the assurance report accompanying thesustainability report, report the scope and basis of any externalassurance provided.c. Report the relationship between the organization and theassurance providers.d. Report whether the highest governance body or seniorexecutives are involved in seeking assurance for theorganization’s sustainability report.

C: Outside Directors’ Opinions E: Third-Party Evaluation
















http://www.toshiba.co.jp/csr/en/contact/index.htm

http://www.toshiba.co.jp/csr/en/search/gri.htm

http://www.toshiba.co.jp/csr/en/engagement/review.htm



Governance

Governance Structure and Composition

G4-34＊a. Report the governance structure of the organization, includingcommittees of the highest governance body. Identify anycommittees responsible for decision-making on economic,environmental and social impacts.

C: Corporate Governance IR: Corporate Governance IR: Corporate Governance

G4-35a. Report the process for delegating authority for economic,environmental and social topics from the highest governance bodyto senior executives and other employees.

C: CSR Management

G4-36

a. Report whether the organization has appointed an executive-level position or positions with responsibility for economic,environmental and social topics, and whether post holders reportdirectly to the highest governance body.

C: CSR Management C: Corporate Governance E: Environmental Management Structure

G4-37

a. Report processes for consultation between stakeholders andthe highest governance body on economic, environmental andsocial topics. If consultation is delegated, describe to whom andany feedback processes to the highest governance body.

C: Corporate Governance IR: Corporate Governance IR: Corporate Governance E: Performance Evaluation

G4-38

a. Report the composition of the highest governance body and itscommittees by: Executive or non-executive IndependenceTenure on the governance bodyNumber of each individual’s other significant positions andcommitments, and the nature of the commitmentsGenderMembership of under-represented social groupsCompetences relating to economic, environmental and socialimpactsStakeholder representation

C: Corporate Governance IR: Corporate Governance IR: Corporate Governance

G4-39

a. Report whether the Chair of the highest governance body isalso an executive officer (and, if so, his or her function within theorganization’s management and the reasons for thisarrangement).

C: Corporate GovernanceIR: Corporate Governance IR: Corporate Governance O: Directors and Executives

G4-40

a. Report the nomination and selection processes for the highestgovernance body and its committees, and the criteria used fornominating and selecting highest governance body members,including:Whether and how diversity is consideredWhether and how independence is consideredWhether and how expertise and experience relating to economic,environmental and social topics are consideredWhether and how stakeholders (including shareholders) areinvolved

C: Corporate Governance

G4-41

a. Report processes for the highest governance body to ensureconflicts of interest are avoided and managed.Report whether conflicts of interest are disclosed to stakeholders,including, as a minimum:Cross-board membershipCross-shareholding with suppliers and other stakeholdersExistence of controlling shareholderRelated party disclosures

C: Corporate Governance C: Toshiba Group Standards of Conduct

Highest Governance Body’S Role in Setting Purpose, Values, and Strategy

G4-42

a. Report the highest governance body’s and senior executives’roles in the development, approval, and updating of theorganization’s purpose, value or mission statements, strategies,policies, and goals related to economic, environmental and socialimpacts.

C: CSR Management C: Corporate Governance E: Environmental Management Structure



http://www.toshiba.co.jp/about/ir/en/governance/index.htm





http://www.toshiba.co.jp/env/en/management/organization.htm



http://www.toshiba.co.jp/about/ir/en/governance/compensation.htm


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http://www.toshiba.co.jp/worldwide/about/manage/dir.html







Highest Governance Body’S Competencies and Performance Evaluation

G4-43a. Report the measures taken to develop and enhance the highestgovernance body’s collective knowledge of economic,environmental and social topics.

C: CSR Management E: Environmental Management Structure

G4-44

a. Report the processes for evaluation of the highest governancebody’s performance with respect to governance of economic,environmental and social topics. Report whether such evaluation isindependent or not, and its frequency. Report whether suchevaluation is a self-assessment.b. Report actions taken in response to evaluation of the highestgovernance body’s performance with respect to governance ofeconomic, environmental and social topics, including, as aminimum, changes in membership and organizational practice.


G4-45

a. Report the highest governance body’s role in the identificationand management of economic, environmental and social impacts,risks, and opportunities. Include the highest governance body’srole in the implementation of due diligence processes.b. Report whether stakeholder consultation is used to support thehighest governance body’s identification and management ofeconomic, environmental and social impacts, risks, andopportunities.

C: Materiality for Toshiba Group C: Corporate Governance C: CSR Management

G4-46a. Report the highest governance body’s role in reviewing theeffectiveness of the organization’s risk management processes foreconomic, environmental and social topics.

C: Corporate Governance C: CSR Management

G4-47a. Report the frequency of the highest governance body’s reviewof economic, environmental and social impacts, risks, andopportunities.

C: Corporate Governance C: CSR Management

G4-48a. Report the highest committee or position that formally reviewsand approves the organization’s sustainability report and ensuresthat all material Aspects are covered.

C: Materialities for Toshiba Group

Highest Governance Body’S Role in Evaluating Economic, Environmental and Social Performance

G4-49a. Report the process for communicating critical concerns to thehighest governance body.

C: Information Disclosure and IR C: Stakeholders C: Risk Management and Compliance(WhistleblowerSystem） IR: Shareholders' Meeting

G4-50a. Report the nature and total number of critical concerns thatwere communicated to the highest governance body and themechanism(s) used to address and resolve them.

Remuneration and Incentives

G4-51

a. Report the remuneration policies for the highest governancebody and senior executives for the below types of remuneration:Fixed pay and variable pay:––Performance-based pay––Equity-based pay––Bonuses––Deferred or vested sharesSign-on bonuses or recruitment incentive payments TerminationpaymentsClawbacks Retirement benefits, including the difference between benefitschemes and contribution rates for the highest governance body,senior executives, and all other employeesb. Report how performance criteria in the remuneration policyrelate to the highest governance body’s and senior executives’economic, environmental and social objectives.

C: Corporate Governance(Compensation for Directorsand Executive Officers) IR: Compensation IR: Compensation Policy and the Amount ofCompensation E: Performance Evaluation

G4-52

a. Report the process for determining remuneration. Reportwhether remuneration consultants are involved in determiningremuneration and whether they are independent of management.Report any other relationships which the remuneration consultantshave with the organization.

C: Corporate Governance IR: Compensation

G4-53a. Report how stakeholders’ views are sought and taken intoaccount regarding remuneration, including the results of votes onremuneration policies and proposals, if applicable.

C: Information Disclosure and IR C: Stakeholders C: Risk Management and Compliance(WhistleblowerSystem） IR: Shareholders' Meeting
















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http://www.toshiba.co.jp/about/ir/en/stock/meeting.htm

G4-54

a. Report the ratio of the annual total compensation for theorganization’s highest-paid individual in each country of significantoperations to the median annual total compensation for allemployees (excluding the highest-paid individual) in the samecountry.

G4-55

a. Report the ratio of percentage increase in annual totalcompensation for the organization’s highest-paid individual in eachcountry of significant operations to the median percentageincrease in annual total compensation for all employees (excludingthe highest-paid individual) in the same country.


Ethics and Integrity

G4-56＊ a. Describe the organization’s values, principles, standards andnorms of behavior such as codes of conduct and codes of ethics.

C: Toshiba Group Standards of Conduct

G4-57a. Report the internal and external mechanisms for seeking adviceon ethical and lawful behavior, and matters related toorganizational integrity, such as helplines or advice lines.

C: Risk Management and Compliance(WhistleblowerSystem）

G4-58

a. Report the internal and external mechanisms for reportingconcerns about unethical or unlawful behavior, and matters relatedto organizational integrity, such as escalation through linemanagement, whistleblowing mechanisms or hotlines.

C: Risk Management and Compliance(WhistleblowerSystem）

Indicators by Aspects


Economic

Aspect: Economic Performance

G4-EC1 Direct economic value generated and distributedIR: Financial Indicators IR: Financial Hightlights C: Distribution of Economic Value to Stakeholders

G4-EC2Financial implications and other risks and opportunities for theorganization’s activities due to climate change

IR: Mid-to Long-term Vision and Basic Strategic Policies IR: Medium-term Business Plan E: Environmental Vision 2050

G4-EC3 Coverage of the organization’s defined benefit plan obligationsC: Toshiba Corporate Pension Plan IR: Long-Term Liabilities/Accrued pension and severancecosts

G4-EC4 Financial assistance received from government -

Aspect: Market Presence

G4-EC5Ratios of standard entry level wage by gender compared to localminimum wage at significant locations of operation

-

G4-EC6Proportion of senior management hired from the local communityat significant locations of operation

C: Support for Local Community Development and PublicPolicies

Aspect: Indirect Economic Impacts

G4-EC7Development and impact of infrastructure investments andservices supported

C: Social Contribution ActivitiesC: Support for Disaster Recovery

G4-EC8Significant indirect economic impacts, including the extent ofimpacts

E: Environmental Accounting

Aspect: Procurement Practices

G4-EC9Proportion of spending on local suppliers at significant locations ofoperation

C: CSR Management in the Supply Chain C: Contributing to Economic, Educational, and CulturalDevelopment in Countries around the World where We DoBusiness





http://www.toshiba.co.jp/about/ir/en/finance/index.htm


http://www.toshiba.co.jp/csr/en/policy/economy.htm

http://www.toshiba.co.jp/about/ir/en/overview/strategy.htm


http://www.toshiba.co.jp/env/en/vision/vision2050_0.htm





http://www.toshiba.co.jp/csr/en/performance/community/disaster_relief.htm

http://www.toshiba.co.jp/env/en/management/account.htm



Environmental

Aspect: Materials

G4-EN1 Materials used by weight or volume E: Overview of Environmental Impacts

G4-EN2 Percentage of materials used that are recycled input materials E: Efficient Use of Resources

Aspect: Energy

G4-EN3 Energy consumption within the organization E: Overview of Environmental Impacts

G4-EN4 Energy consumption outside of the organizationE: Making GHG emissions in the supply chain visible forall categories

G4-EN5 Energy intensity E: Reducing energy-derived CO2 emissions

G4-EN6 Reduction of energy consumption

E: Progress in the Fifth Environmental Action Plan E: Reducing total GHG emissions E: Reducing energy-derived CO2 emissions E: Reducing CO2 emissions associated with productlogistics E: Reductions in CO2 emissions from employees'business travel E: Use of renewable energy E: Introducing electric vehicles E: Making GHG emissions in the supply chain visible forall categories E: Mitigation of Climate Change E: Accelerating the implementation of energyconservation measures through energy-saving diagnosis

G4-EN7 Reductions in energy requirements of products and services

E: Creation of Excellent ECPs E: Mitigation of Climate Change E: Product Eco-efficiency E: Greening by Technology/Low-Carbon EnergyTechnologies

Aspect: Water

G4-EN8 Total water withdrawal by sourceE: Overview of Environmental Impacts E: Efficient use of water resources

G4-EN9 Water sources significantly affected by withdrawal of water

G4-EN10 Percentage and total volume of water recycled and reusedE: Overview of Environmental Impacts E: Efficient use of water resources

Aspect: Biodiversity

G4-EN11Operational sites owned, leased, managed in, or adjacent to,protected areas and areas of high biodiversity value outsideprotected areas

E: Conservation of Biodiversity

G4-EN12Description of significant impacts of activities, products, andservices on biodiversity in protected areas and areas of highbiodiversity value outside protected areas


G4-EN13 Habitats protected or restored E: Conservation of Biodiversity

G4-EN14Total number of iucn red list species and national conservation listspecies with habitats in areas affected by operations, by level ofextinction risk


Aspect: Emissions

G4-EN15 Direct greenhouse gas (GHG) emissions (scope 1)

E: Overview of Environmental Impacts E: Reducing total GHG emissions E: Reducing energy-derived CO2 emissions E: Reducing CO2 emissions associated with productlogistics E: Reductions in CO2 emissions from employees'business travel E: Use of renewable energy E: Making GHG emissions in the supply chain visible forall categories

G4-EN16 Energy indirect greenhouse gas (GHG) emissions (scope 2)E: Making GHG emissions in the supply chain visible forall categories

G4-EN17 Other indirect greenhouse gas (GHG) emissions (scope 3)E: Making GHG emissions in the supply chain visible forall categories

G4-EN18 Greenhouse gas (GHG) emissions intensity


http://www.toshiba.co.jp/env/en/management/impacts.htm


http://www.toshiba.co.jp/env/en/products/resource.htm

http://www.toshiba.co.jp/env/en/industry/carbon_risk.htm


http://www.toshiba.co.jp/env/en/management/plan5.htm




http://www.toshiba.co.jp/env/en/industry/employee.htm

http://www.toshiba.co.jp/env/en/industry/energy.htm


http://www.toshiba.co.jp/env/en/products/earth.htm

http://www.toshiba.co.jp/env/en/industry/energy-saving.htm



http://www.toshiba.co.jp/env/en/products/ecp/factor.htm





http://www.toshiba.co.jp/env/en/management/biodiversity.htm














G4-EN19 Reduction of greenhouse gas (GHG) emissions

E: Reducing energy-derived CO2 emissions E: Mitigation of Climate Change E: Greening by Technology/Low-Carbon EnergyTechnologies

G4-EN20 Emissions of ozone-depleting substances (ODS) E: Management of ozone-depleting substances

G4-EN21 NOx, SOx, and other significant air emissionsE: Overview of Environmental Impacts E: Management of substances that have impacts on theatmosphere and hydrosphere

Aspect: Effluents and Waste

G4-EN22 Total water discharge by quality and destinationE: Overview of Environmental Impacts E: Management of substances that have impacts on theatmosphere and hydrosphere

G4-EN23 Total weight of waste by type and disposal methodE: Overview of Environmental Impacts E: Reducing the total waste volume

G4-EN24 Total number and volume of significant spills E: Soil and groundwater purification

G4-EN25

Weight of transported, imported, exported, or treated wastedeemed hazardous under the terms of the Basel ConventionAnnex I, II, III, and VIII, and percentage of transported wasteshipped internationally

G4-EN26Identity, size, protected status, and biodiversity value of waterbodies and related habitats significantly affected by theorganization’s discharges of water and runoff


Aspect: Products and Services

G4-EN27Extent of impact mitigation of environmental impacts of productsand services

E: Greening of Products/Creation of Products with theHighest Level of Environmental Performance

G4-EN28Percentage of products sold and their packaging materials that arereclaimed by category

E: Overview of Environmental Impacts E: Recycling end-of-life products globally E: Recycling of end-of-life products in Japan

Aspect: Compliance

G4-EN29Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental lawsand regulations

E: Risks and compliance

Aspect: Transport

G4-EN30Significant environmental impacts of transporting products andother goods and materials for the organization’s operations, andtransporting members of the workforce

E: Overview of Environmental Impacts E: Reducing CO2 emissions associated with productlogistics

Aspect: Overall

G4-EN31Total environmental protection expenditures and investments bytype

E: Environmental Accounting

Aspect: Supplier Environmental Assessment

G4-EN32Percentage of new suppliers that were screened usingenvironmental criteria

G4-EN33Significant actual and potential negative environmental impacts inthe supply chain and actions taken

E: Making GHG emissions in the supply chain visible forall categories

Aspect: Environmental Grievance Mechanisms

G4-EN34Number of grievances about environmental impacts filed,addressed, and resolved through formal grievance mechanisms





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http://www.toshiba.co.jp/env/en/industry/recycled.htm

http://www.toshiba.co.jp/env/en/industry/homeappliance.htm

http://www.toshiba.co.jp/env/en/management/compliance.htm



http://www.toshiba.co.jp/env/en/management/account.htm


Social

Labor Practices and Decent Work

Aspect: Employment

G4-LA1Total number and rates of new employee hires and employeeturnover by age group, gender and region

G4-LA2Benefits provided to full-time employees that are not provided totemporary or parttime employees, by significant locations ofoperation

C: Support for Diverse Work Styles(Toshiba CorporatePension Plan)

G4-LA3 Return to work and retention rates after parental leave, by gender C: Support for Diverse Work Styles

Aspect: Labor/Management Relations

G4-LA4Minimum notice periods regarding operational changes, includingwhether these are specified in collective agreements

C: Stable Employment(Promoting Labor-ManagementDialogue)

Aspect: Occupational Health and Safety

G4-LA5Percentage of total workforce represented in formal jointmanagement–worker health and safety committees that helpmonitor and advise on occupational health and safety programs

C: Occupational Health and Safety(Promotion Framework)

G4-LA6Type of injury and rates of injury, occupational diseases, lost days,and absenteeism, and total number of work-related fatalities, byregion and by gender

C: Frequency of Occupational Accidents Leading toAbsence at Toshiba Group

G4-LA7Workers with high incidence or high risk of diseases related totheir occupation

C: Ensuring Health Management

G4-LA8Health and safety topics covered in formal agreements with tradeunions

C: Occupational Health and Safety(Promotion Framework)

Aspect: Training and Education

G4-LA9Average hours of training per year per employee by gender, andby employee category

-

G4-LA10Programs for skills management and lifelong learning that supportthe continued employability of employees and assist them inmanaging career endings

C: Human Resources Development

G4-LA11Percentage of employees receiving regular performance andcareer development reviews, by gender and by employee category

C: Fair Evaluation and Treatment

Aspect: Diversity and Equal Opportunity

G4-LA12Composition of governance bodies and breakdown of employeesper employee category according to gender, age group, minoritygroup membership, and other indicators of diversity

C: Promotion of Diversity

Aspect: Equal Remuneration for Women and Men

G4-LA13Ratio of basic salary and remuneration of women to men byemployee category, by significant locations of operation

No discrimination with regard to male and femalecompensation within the same category

Aspect: Supplier Assessment for Labor Practices

G4-LA14Percentage of new suppliers that were screened using laborpractices criteria

C: CSR Management in the Supply Chain

G4-LA15Significant actual and potential negative impacts for labor practicesin the supply chain and actions taken C: CSR Management in the Supply Chain

Aspect: Labor Practices Grievance Mechanisms

G4-LA16Number of grievances about labor practices filed, addressed, andresolved through formal grievance mechanisms

C: Risk Management and Compliance

Human Rights

Aspect: Investment

G4-HR1Total number and percentage of significant investmentagreements and contracts that include human rights clauses orthat underwent human rights screening

-

G4-HR2Total hours of employee training on human rights policies orprocedures concerning aspects of human rights that are relevantto operations, including the percentage of employees trained

C: Key Issue: Respect for Human RightsC: Risk Management and Compliance Education

Aspect: Non-discrimination

G4-HR3Total number of incidents of discrimination and corrective actionstaken

-









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Aspect: Freedom of Association and Collective Bargaining

G4-HR4Operations and suppliers identified in which the right to exercisefreedom of association and collective bargaining may be violatedor at significant risk, and measures taken to support these rights

C: Policy and Management System on Human Rights C: Respecting Employees Human Rights C: CSR Management in the Supply Chain/Items coveredby the CSR Survey

Aspect: Child Labor

G4-HR5Operations and suppliers identified as having significant risk forincidents of child labor, and measures taken to contribute to theeffective abolition of child labor

C: CSR Management in the Supply Chain/Items coveredby the CSR Survey

Aspect: Forced or Compulsory Labor

G4-HR6

Operations and suppliers identified as having significant risk forincidents of forced or compulsory labor, and measures tocontribute to the elimination of all forms of forced or compulsorylabor


Aspect: Security Practices

G4-HR7Percentage of security personnel trained in the organization’shuman rights policies or procedures that are relevant to operations

-

Aspect: Indigenous Rights

G4-HR8Total number of incidents of violations involving rights ofindigenous peoples and actions taken

-

Aspect: Assessment

G4-HR9Total number and percentage of operations that have been subjectto human rights reviews or impact assessments

C: Policy and Management System on Human Rights

Aspect: Supplier Human Rights Assessment

G4-HR10Percentage of new suppliers that were screened using humanrights criteria


G4-HR11Significant actual and potential negative human rights impacts inthe supply chain and actions taken


Aspect: Human Rights Grievance Mechanisms

G4-HR12Number of grievances about human rights impacts filed,addressed, and resolved through formal grievance mechanisms


Society

Aspect: Local Communities

G4-SO1Percentage of operations with implemented local communityengagement, impact assessments, and development programs

C: Community Relations E: Conservation of Biodiversity/Initiatives at productionsites E: Management of Chemicals/Reducing emissions ofchemical substances E: Environmental Management at Production Sites/Soiland groundwater purification

G4-SO2Operations with significant actual and potential negative impactson local communities

C:Community Relations(Structure for Community-relatedCorporate Citizenship Activities)

Aspect: Anti-corruption

G4-SO3Total number and percentage of operations assessed for risksrelated to corruption and the significant risks identified


G4-SO4Communication and training on anti-corruption policies andprocedures

C: Risk Management and Compliance Education

Aspect: Public Policy

G4-SO5 Confirmed incidents of corruption and actions takenC: Risk Management and Compliance(Response toCompliance Violations)

G4-SO6Total value of political contributions by country andrecipient/beneficiary

Aspect: Anti-competitive Behavior

G4-SO7Total number of legal actions for anti-competitive behavior, anti-trust, and monopoly practices and their outcomes

C: Risk Management and Compliance(No incident inFY2013)

Aspect: Compliance

G4-SO8Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulations






















(as of June, 2014)

Aspect: Supplier Assessment for Impacts on Society

G4-SO9Percentage of new suppliers that were screened using criteria forimpacts on society

C:CSR Management in the Supply Chain

G4-SO10Significant actual and potential negative impacts on society in thesupply chain and actions taken

C:CSR Management in the Supply Chain

Aspect: Grievance Mechanisms for Impacts on Society

G4-SO11Number of grievances about impacts on society filed, addressed,and resolved through formal grievance mechanisms


Product Responsibility

Aspect: Customer Health and Safety

G4-PR1Percentage of significant product and service categories for whichhealth and safety impacts are assessed for improvement

C: Quality Control C: Ensuring Product Safety E: Greening of Products/Creation of Products with theHighest Level of Environmental Performance

G4-PR2Total number of incidents of non-compliance with regulations andvoluntary codes concerning the health and safety impacts ofproducts and services during their life cycle, by type of outcomes

C: Ensuring Product Safety C: Disclosure of Product Safety and Quality Information

Aspect: Product and Service Labeling

G4-PR3

Type of product and service information required by theorganization’s procedures for product and service information andlabeling, and percentage of significant product and servicecategories subject to such information requirements

C: Policy on Information and Labeling Related to ProductsE: Greening of Products/Creation of Products with theHighest Level of Environmental Performance

G4-PR4Total number of incidents of non-compliance with regulations andvoluntary codes concerning product and service information andlabeling, by type of outcomes

C: Compliance with Regulations on Advertising andLabeling(No incident in the fiscal year)

G4-PR5 Results of surveys measuring customer satisfaction C: Customer Satisfaction (CS) Survey

Aspect: Marketing Communications

G4-PR6 Sale of banned or disputed productsC: Accurate Product Information and AppropriateAdvertising

G4-PR7Total number of incidents of non-compliance with regulations andvoluntary codes concerning marketing communications, includingadvertising, promotion, and sponsorship, by type of outcomes

C: Compliance with Regulations on Advertising andLabeling(No incident in FY2013)

Aspect: Customer Privacy

G4-PR8Total number of substantiated complaints regarding breaches ofcustomer privacy and losses of customer data

C: Incidents Related to Personal Data(No incident in FY2013)

Aspect: Compliance

G4-PR9Monetary value of significant fines for non-compliance with lawsand regulations concerning the provision and use of products andservices

C: Information on Product Safety(No fines or penalties paid)














http://www.toshiba.co.jp/csr/en/performance/customer/cs.htm



http://www.toshiba.co.jp/csr/en/performance/fair_practices/personal.htm


(Evaluations as of June 2014)

Comparison with the UN Global Compact

As a signatory to the UN Global Compact, Toshiba submits Communication on Progress (COP) reports regarding the implementation progress

of the ten principles of the Global Compact. The Global Compact sets forth universal principles on human rights, labor, the environment, and

anti-corruption advocated by the United Nations.

Participation in CSR-related organizations

!C: CSR website

!E: Environment website

Global Compact Ten Principles

Human Rights

Principle 1Businesses should support and respect theprotection of internationally proclaimedhuman rights.

C: Respect for Human RightsC: Respecting Employees Human RightsC: Respecting Human Rights in the Supply ChainC: Promotion of DiversityC: Occupational Health and SafetyC: Risk Management and ComplianceC: Information Security ManagementC: CSR Management in the Supply ChainC: Quality ControlC: Ensuring Product SafetyC: Information on Product SafetyC: Government and Authorities RelationsE :Greening of Products (Environmentally Conscious Products)

Priciple 2Make sure that they are not complicit inhuman rights abuses.

C: Respect for Human RightsC: Respecting Employees Human RightsC: Respecting Human Rights in the Supply ChainC: Risk Management and ComplianceC: CSR Management in the Supply ChainC: Government and Authorities Relations

Labour

Principle 3Businesses should uphold the freedom ofassociation and the effective recognition ofthe right to collective bargaining.

C: Respecting Employees Human RightsC: Stable EmploymentC: Risk Management and ComplianceC: CSR Management in the Supply ChainC: Government and Authorities Relations

Principle 4The elimination of all forms of forced andcompulsory labour

C: Respect for Human RightsC: Respecting Human Rights in the Supply ChainC: Risk Management and ComplianceC: Respecting Employees Human RightsC: Government and Authorities Relations

Principle 5 The effective abolition of child labour

C: Respecting Human Rights in the Supply ChainC: Risk Management and ComplianceC: CSR Management in the Supply ChainC: Government and Authorities Relations

Principle 6The elimination of discrimination in respectof employment and occupation.

C: Promotion of DiversityC: Risk Management and ComplianceC: CSR Management in the Supply ChainC: Government and Authorities RelationsC: Support for Local Community Development








http://www.toshiba.co.jp/csr/en/performance/fair_practices/security.htm
































Environment

Principle 7Businesses should support a precautionaryapproach to environmental challenges;

C: Government and Authorities RelationsE: Environment

Principle 8Undertake initiatives to promote greaterenvironmental responsibility

C: Information on Product SafetyC: Government and Authorities RelationsE: Environment

Principle 9Encourage the development and diffusionof environmentally friendly technologies.

C: Government and Authorities RelationsE: Environment

Anti-Corruption

Principle 10Businesses should work against corruptionin all its forms, including extortion andbribery.

C: Risk Management and ComplianceC: Government and Authorities Relations











(Evaluations as of June 2014)

Comparison with ISO 26000

The Toshiba CSR Report adopts a reporting format based on the seven core subjects of ISO 26000. We strive to evaluate our CSR initiatives

according to the core subjects as well as to expand our CSR initiatives and CSR reporting.

Effective use of ISO26000

!C: CSR website

!E: Environment website

!IR: IR website

!O: Other websites

CoreSubjects

Issues References

6.2　 Organizational governance

C: CSR Management


C: Stakholder Communication

C: Stakholder Dialogue

IR: Corporate Governance

6.3　Human rights

6.3.3 Due diligence C: Respect for Human Rights

6.3.4 Human rights risk situations C: Respect for Human Rights

6.3.5 Avoidance of complicity C: Respect for Human Rights

6.3.6 Resolving grievancesC: Respect for Human Rights


6.3.7 Discrimination and vulnerable groupsC: Respect for Human Rights


6.3.8 Civil and political rights C: Respect for Human Rights

6.3.9 Economic, social and cultural rights C: Respect for Human Rights

6.3.10 Fundamental principles and rights at work

C: Respect for Human Rights


C: Respecting Human Rights in the Supply Chain

6.4　Labour practices

6.4.3 Employment and employment relationships

C: Stable Employment

C: Fair Evaluation and Treatment

C: Promotion of Diversity

6.4.4 Conditions of work and social protectionC: Support for Diverse Work Styles

C: Occupational Health and Safety

6.4.5 Social dialogueC: Stable Employment

C: Talent Development

6.4.6 Health and safety at work C: Occupational Health and Safety

6.4.7 Human development and training in the workplace C: Talent Development






http://www.toshiba.co.jp/csr/en/engagement/dialog/index.htm














http://www.toshiba.co.jp/csr/en/performance/labor/evaluation.htm









6.5　The environment

6.5.3 Prevention of pollutionE: Outline of Environmental Impacts

E: Impacts on Air and Water

6.5.4 Sustainable resource use

E: Low-Carbon Energy Technology

E: Total Amount of Waste

E: Efficient Use of Water

E: Use of Renewable Energy

6.5.5 Climate change mitigation and adaptation

E: Reducing total GHG emissions

E: Reducing energy-derived CO2 emissions

E: Reducing CO2 emissions associated with product logistics

E: Employees' Business Travel

E: Use of Renewable Energy

E: Introducing electric vehicles

E: Making CO2 emissions in the supply chain visible

6.5.6Protection of the environment, biodiversity and restoration ofnatural habitats

E: Biodiversity

6.6　Fair operating practices

6.6.3 Anti-corruption


C: Fair Competition and Trading Practices


6.6.4 Responsible political involvementC: Risk Management and Compliance

C: Government and Authorities Relations

6.6.5 Fair competitionC: Risk Management and Compliance


6.6.6 Promoting social responsibility in the value chainC: CSR Management in the Supply Chain

C: Export Control

6.6.7 Respect for property rights



C: Protection of Intellectual Property

6.7　Consumer issues

6.7.3Fair marketing, factual and unbiased information and faircontractual practices

C: Information on Product Safety

6.7.4 Protecting consumers' health and safety

C: Quality Control

C: Ensuring Product Safety


6.7.5 Sustainable consumption

C: Quality Control



E: Creation with Products with the Highest Level ofEnvironmental Performance

E: Report, Website

E: Advertisements

6.7.6Consumer service, support, and complaint and disputeresolution

C: Enhancement of Customer Satisfaction

C: Customer Service and Support

C: Sharing and Utilization of Voice of Customer

6.7.7 Consumer data protection and privacy

C: Information Security Management

C: Personal Data Protection Policy

C: Enhancement of Customer Satisfaction

6.7.8 Access to essential services C: Customer Service and Support


http://www.toshiba.co.jp/env/en/vision/impacts.htm


http://www.toshiba.co.jp/env/en/energy/index.htm









http://www.toshiba.co.jp/env/en/industry/car.htm




http://www.toshiba.co.jp/csr/en/performance/fair_practices/fairtrade.htm







http://www.toshiba.co.jp/csr/en/performance/fair_practices/export.htm



http://www.toshiba.co.jp/csr/en/performance/fair_practices/pat.htm










http://www.toshiba.co.jp/env/en/communication/report.htm

http://www.toshiba.co.jp/env/en/communication/pr.htm



http://www.toshiba.co.jp/csr/en/performance/customer/csvoc.htm

http://www.toshiba.co.jp/csr/en/performance/fair_practices/security.htm

http://www.toshiba.co.jp/csr/en/performance/fair_practices/personal.htm



6.7.9 Education and awareness

C: Quality Control

C: Ensuring Product Safety


6.8　Community involvement and development

6.8.3 Community involvement

C: Support for Local Community Development

C: Community Relations

O: Social Contribution Activities


C: Relations with NPOs and NGOs



6.8.4 Education and culture



C: Social Contribution Activities

6.8.5 Employment creation and skills developmentC: Support for Local Community Development


6.8.6 Technology development and accessC: Support for Local Community Development


6.8.7 Wealth and income creationC: Support for Local Community Development


6.8.8 HealthC: Support for Local Community Development


6.8.9 Social investment




C: Relations with NPOs and NGOs














http://www.toshiba.co.jp/social/jp/













Evaluation of CSR by External Parties

Awarding entity / Name of the award Evaluation Recipient Period

General CSR Activities-Related (Including Socially Responsible Investing)

CSR ratingDow Jones Sustainability Indices Selected as a member of the Dow Jones

World Sustainability Index, which tracksapprox. 300 sustainability leaders(selected for the 14th consecutive yearsince 2000).

ToshibaCorporation

September 2013

CSR ratingEuronext Vigeo World 120 index

Selected as a member of the 120 mostadvanced companies at the global level(17 Japanese companies among them)

ToshibaCorporation

June 2014

CSR ratingoekom research AG (Germany)

Toshiba ranked Prime among the world's19 major IT manufacturers

ToshibaCorporation

June 2011


5th place overall (among 498 listedcompanies) 1st place in industry (among65 companies)

ToshibaCorporation

March 2014

Japan Corporate Governance Research Institute,Inc.Twelfth (FY2013) Corporate Governance Index(JCGIndex) SurveyReference: Japan Corporate Governance ResearchInstitute’s website

7th placeToshibaCorporation

November 2013

CSR survey conducted by Toyo Kezai, Inc. amongapprox. 1000 companies (Japan)

TOYO KEIZAI CSR ONLINE

10th place in FY2013 overall (1st place interms of CSR field)

ToshibaCorporation

March 2014

2013 Golden Bee CSR Reports Honor Roll Award(China)

Exellent CSR report in foreign capitalcategory

Toshiba ChinaCo., Ltd.

December 2013

IR-Related

Morning Star Japan k. k.Gomez IR Site Raking (surveyed: 3,583 Japanese companies)

IR Site Ranking (Japanese)

Excellent Company: Gold AwardToshibaCorporation

June 2014








http://www.toyokeizai.net/csr/english/



Daiwa Investor Relations Co, Ltd.Internet IR Best Company Award 2013 (surveyed: 3,602 companies)

Internet IR Ranking(Japanese)

Grand Prix (Best Company Award fornine consecutive years)

ToshibaCorporation

November 2013

Nikko Investor Relations Co. Ltd. FY2013 Ranking of Listed Companies’ Websites(surveyed: 3,556 companies)

Reference website: Ranking of Listed Companies’Websites (Japanese)

2nd place in the overall rankingToshibaCorporation

November 2013

Quality-Related

Union of Japanese Scientists and Engineers (JUSE)(cosponsored by Nikkei inc.)JUSE Quality Management Level Research

Reference website: JUSE

1st place overall Toshiba Group October 2012

Customer Related

GOOD DESIGN AWARD 2013 Good Design Gold AwardDrum-type washer dryer [TOSHIBA TW-Z96X1]Refrigerator [TOSHIBA GR-G XV series]Toshiba Handwriting Apprication forTablet PC [Toshiba Excite Write/TruNote]Good Design AwardLCD TV [TOSHIBA REGZA J7 Series(50J7, 40J7, 32J7)] and other 20 cases

ToshibaCorporation

October 2013

iF DESIGN AWARD 2014

Drum-type washer dryer [TOSHIBA TW-Z96X1] and other 8 cases

ToshibaCorporation

February 2014

Red Dot Award : Product Design 2014LCD TV [TOSHIBA REGZA Z8/J8Series, L7400 Series] and other 4 cases

ToshibaCorporation

March 2014

Employee-Related

Diversity Management Selection 100 by METI　(Ministry of Economy, Trade and Industry)

Reference website:METI Diversity ManagementSelection 100

Toshiba chosen as one of the awardwinners

ToshibaCorporation

March 2013







http://www.juse.or.jp/e/information/68/

http://www.g-mark.org/activity/2013/outline.html

http://exhibition.ifdesign.de/winner_en.html?ma_id=4

http://red-dot.de/pd/?lang=en

http://www.meti.go.jp/english/press/2013/0322_01.html

http://www.meti.go.jp/english/press/2013/0322_01.html

Commendation by the Director of the LabourStandards Bureau of the Ministry of Health, Labourand Welfare

Toshiba TEC Corporation ShizuokaBusiness Center commended forachieving "Type-5 no accident record"(35.5 million hours)

Toshiba TECShizuoka BusinessCenter

May 2012

Supply Chain

2012 Hong Kong Awards for EnvironmentalExcellence

Gold Award in the Export Sectoral Awards

ToshibaInternationalProcurement HongKong Ltd.

FY2012

Environment Related

17th Nikkei Environmental Management SurveyCompany Ranking

1st place (Manufacturing industrycategory)

ToshibaCorporation

FY2013

CDP Japan 500 Climate Change Report 2013Disclosure score is 98/100, 3rd placeamong Japanese companies, andperformance is classed to the 'A' band.

ToshibaCorporation

FY2013

10th Eco-Products Awards

Eco-Products CategoryMinister's Prize, the Ministry of Economy,Trade and IndustryGreen Concept Elevator 「SPACEL-GR」「ELCRUISE」

Toshiba Elevatorand BuildingSystemsCorporation

FY2013


Eco-Service CategoryMinister's Prize, the Ministry of Economy,Trade and IndustryThe next-generation lighting controlsystem adapting smart eye sensor

Toshiba Lighting &TechnologyCorporation, andToshibaCorporation

FY2013

Ministry of the EnvironmentClimate Change Actions FY2013

Development and productization of GreenConcept Elevator

Toshiba Elevatorand BuildingSystemsCorporation

FY2013

Ministry of the EnvironmentClimate Change Actions FY2013

Development of Universal Smart X RUA-SP series, Air-cooled Heat-Pump ChillingSystem

Toshiba CarrierCorporation

FY2013

FY2013 Energy Conservation Grand Prize

Products and Business Models CategoryChairman's Prize of EneergyConservation Center of JapanDrum-type washer-dryer ZABOON

Toshiba HomeAppliancesCorporation

FY2013

"CHO" MONODZUKURI Innovative Parts andComponents Award 2013

Paper Reusing System "Loops" withEracable Toner and Low TemperatureFuser Unit

Toshiba TECCorporation

FY2013

10th LCA Society of Japan Awards Honorable Award of 10th AnniversaryToshibaCorporation

FY2013

Green IT Award 2013

Category of Social energy saving by ITMinister's Prize, the Ministry of Economy,Trade and Industry"Loops" paper reuse system

Toshiba TECCorporation

FY2013

Green IT Award 2013

Category of Social energy saving of ITCheif of Bureau's Prize, Commerce andInformation Policy Bureau, the Ministry ofEconomy, Trade and IndustryInnovative SSD/HDD for enterprizecorresponds to trend of big data

ToshibaCorporation

FY2013


Example of energy savingChairman's prize, The EnergyCoservation CenterFuel reduction by exhaust heatrecovering

Iwate ToshibaElectronics Co.,Ltd.

FY2013

FY2013 3Rs (Reduce, Reuse, and Recycle)Promotion Merit Awards

Chairman prizeResource recycling manufacturing ofNAND flash memory

ToshibaCorporationSemiconductor &Storage ProductsCompanyYokkaichiOperations

FY2013



Chairman prizeEffective utilizattion of effluent and 3Ractivity's promotion to all employees

ToshibaCorporationSemiconductor &Storage ProductsCompany OitaOperations

FY2013


Chairman prizeReduction of waste substance,improvement of zero emission by recycle,and implement of educational activity

ToshibaCorporationSemiconductor &Storage ProductsCompany HimejiOperations

FY2013

ASEAN Best Practice for Energy ManagementCategory of Buildings and IndustriesEnergy efficiency as a whole - it includedtechnology and systems

ToshibaInformationEquipment(Philippines), Inc.

FY2013

Asean Corporate Sustainability Summit EnergyManagement Award

Energy efficiency as a whole - it includedtechnology and systems


FY2013

Singapore Packaging Agreement 3RPackagingAwards 2013

Excellent AwardApproarch to Reduce Packing Materials

Toshiba TECSingapore Pte Ltd

FY2013

Don Emilio Abello Energy Efficiency AwardEnergy efficiency as a whole - it includedtechnology and systems


FY2013

Mother Nature Award

Environment Activities mainly BiodiversityManagement and Waste ManagementPrograms - included activities,technologies and communication


FY2013

Green Industry Certificate (Level 3, Green System)Promotion of Environmental ManagementSystem

ToshibaSemiconductor(Thailand) Co.,Ltd.

FY2013

Awarding of Excellent Energy ConservationPromotion Manager

Director-General of Energy ConservationCenter, Japan Tokai Branch

ToshibaCorporationSemiconductor &Storage ProductsCompanyYokkaichiOperations

FY2013

17th Environmental Communication AwardsPrize for Excellence in EnvironmentalReporting

ToshibaCorporation

FY2013

Advertising

42nd Fuji Sankei Group Advertisement Awards

Category of Media MixExcellent awardLED lamps (Louvre Museum series)

ToshibaCorporation

April 2013

Category of Media, TVGrand Prix LED lamp (Louvre Museum series)

Category of Media, NewspaperGran PrixLED lamp (Night scene of LouvreMuseum)

Category of Media, NewspaperGran PrixLED lamp (Night scene of LouvreMuseum)


66th Dentsu Advertising Awards

Category of TV, home applianceGranPrixLED lamp (LED 10 years live)

ToshibaCorporation

July 2013

Category of newspaper, livingware, homeapplianceExcellent awardRefreigerator (Yukishitayasai)

Category of magazine, serializationCleaner (Torneo)

Category of poster on trainSolar power system (Teruterubozu)

33rd Newspaper Advertising AwardsNewspaper Advertising AwardsLED lamp (Louvre Museum Series,Konjikido Chuson-Ji)

ToshibaCorporation

October 2013

53rd ACC CM FESTIVAL

Category of marketing effectivenessMedalistLED lamp (Louvre Museum series) Toshiba

CorporationNovember 2013

Category of TVBronzeLED lamp (LED 10 years live)

56th Japan Magazine Advertising Award4th category, series adGrand PrixLED lamp (Louvre Museum series)

ToshibaCorporation

November 2013

48th Japan Industrial Advertisement Award

Grand PrixBiometric identification system (ACBioseries)

ToshibaCorporation

November 2013Category of newspaperBiometric identification system(ACBio series)

Category of newspaperAir-cooled Heat-Pump Chilling System(Universal Smart X series)

52nd Business Advertising AwardsBusiness Advertising AwardWireless electric power transmissionseries

ToshibaCorporation

November 2013

53rd Contest for Advertisement Enlightening forConsumers

Category of magazineJAA prizeLED lamp (Louvre museum series) Toshiba

CorporationNovember 2013

Category of newspaperBrona prize of D blockCT scanner (Series ad)

The 62nd 2013 Nikkei Advertising AwardCategory of corporate brandExcellent AwardLED lamp (Louvre museum series)

ToshibaCorporation

December 2013

43rd Fuji Sankei Group Advertisement Awards

Category of Media, NewspaperGran PrixLED lamp (10 years with LED) Toshiba

CorporationApril 2014

Category of Public, NewspaperExcellent awardLED lamp (10 years with LED)

81st Mainichi Advertising Design Award LED lamp (Louvre museum series)ToshibaCorporation

April 2014


Product and Technology Related

FY2013 Ministry of Education Commendation in thefield of Science and Technology Culture, Sports, Science and Technology

Science and Technology Award(Development Category)Development of mobile biological agentdetection system

ToshibaCorporation and NagasakiUniversity

April 2014


Science and Technology Award(Development Category)Development of a Phased Array weatherradar

ToshibaCorporation, Osaka Universityand NationalInstitute ofInformation andCommunicationsTechnology

April 2014


Science and Technology Award (Scienceand Technology Promotion Category)Promotion of Human interface technologyin document processing

ToshibaCorporation

April 2014

Japan Institute of Invention and InnovationFY2013 National Commendation for Invention

The Prize of Chairman of Japan BusinessFederationInvention of Chemical decontaminationmethod using ozone

ToshibaCorporation

June 2013

The Promotion Foundation for Electrical Scienceand Engineering61st Electrical Science and Engineering PromotionAward

Electrical Science and EngineeringPromotion AwardDevelopment of Copt-SiO2 granularperpendicular magnetic recording media

ToshibaCorporation

November 2013

The Japan Electrical Manufacturers' Association63rd JEMA TECHNICAL AWARD

Heavy electric machinery categoryExcellent awardDevelopment of world 1st technology tocheck and measure reliability andeconomic efficiency of atomic powerplant

ToshibaCorporation

April 2014

Japan Institute of Invention and InnovationFY2013 Regional Commendation for Invention

Chairman prize of Kanagawa institute ofinvention and innovationFaster technology of NAND flashmemory

ToshibaCorporation

November 2013


The CSR Report is available on the Toshiba websiteURL http://www.toshiba.co.jp/csr/en/

1-1, Shibaura 1-chome, Minato-ku, Tokyo,

105-8001, Japan

Corporate Social Responsibility Division(about CSR Report)

Inquiry page on Toshiba website (general inquiries)

URL http://www.toshiba.co.jp/csr/en/contact/

Tel: +81-3-3457-2395 Fax: +81-3-5444-9222

2nd edition

Published in September 2014